MANAGEMENT INNOVATION

Conceptual type questions:-

1. Define Management.
Ans: According to Harold Koontz, “Management is an art of getting things done
through and with the people in formally organised groups. It is an art of creating an
environment in which people can perform and individuals can cooperate towards
attainment of group goals”.

2. What is planning?
Ans: Planning is deciding in advance what to do and how to do. It is one of the basic
managerial functions. Planning therefore involves setting objectives and developing an
appropriate course of action to achieve these objectives.

3. Give the meaning of staffing.

Ans: Staffing is a management function that involves finding the right worker with
appropriate qualifications or experience and recruiting them to fill a job position or
role. It is involved in the fulfilment of human resource requirements for an
organisation.

4. What is coordinating?
Ans: Coordination is the function of management which ensures that different
departments and groups work in sync. Therefore, there is unity of action among the
employees, groups, and departments. It also brings harmony in carrying out the
different tasks and activities to achieve.

5. Give the meaning of ethics in management.

Ans: Ethics in management refers to the principles, values, and moral guidelines that
guide the behaviour and decision-making of individuals in leadership or managerial
positions within an organisation. It involves making ethical choices and ensuring that the
organisation's operations and practices align with ethical standards and societal norms.

6. What is Esprit-de-corps?
Ans: The term "esprit de corps" refers to the idea that fostering a strong sense of
unity, teamwork, and shared morale among employees or team members is essential for
organisational success. It is one of the principles of management that emphasises the
importance of building a positive organisational culture and a harmonious work
environment.
 7. Who is a manager?
Ans: A manager is an individual within an organisation who is responsible for planning,
organising, coordinating, and overseeing various activities, resources, and personnel to
achieve the goals and objectives of the organisation.
Managers exist at various levels within an organisation, and their roles and
responsibilities can vary depending on their position and the specific department or
function they oversee.

8. What is organisational structure?

Ans: Organisational structure refers to the way in which an organisation is arranged
and how its various components, including departments, teams, roles, and reporting
relationships, are organised. It defines the hierarchy and framework that helps
determine how work is divided, coordinated, and controlled within the organisation.
Organisational structure can vary widely and is influenced by the size, nature, and goals
of the organisation.

9. What is gang plank?

Ans: Gang plank is a shorter emergency route through which the workers lower in the
authority chain can directly contact the persons of higher authority or those working in
other scalar chains.
OR
Gang Plank refers to an arrangement in which two managers working at the same level
can communicate with each other directly for quick communication.

10. What is corporate social responsibilty?

Ans: Corporate Social Responsibility (CSR) is a concept and business practice that
involves companies and organisations voluntarily taking responsibility for their impact
on society and the environment. CSR goes beyond the traditional focus on profit
maximisation and includes ethical, social, and environmental considerations in their
decision-making processes and operations.
Descriptive type questions:-

1. Explain the characteristics of management.

Ans: Management is a complex and multifaceted field that involves planning,
organizing, leading, and controlling resources to achieve organizational goals and
objectives. There are several key characteristics of management that help define its
nature and role in organizations.

a. Management is a goal oriented process: Every organisation has a set of basic goals
to achieve. Management unites the efforts of different individuals in the organisation
towards achieving these goals.

b. Management is all pervasive: Management activities are universally applicable to all

organisations, social, economic and political. Hence, management is all pervasive and a
universal phenomenon.

c. Management is multidimensional: Management is a complex activity and involves

three dimensions namely.
● Management of work
● Management of people (and)
● Management of operations.

d. Management is a continuous process: Management consists of a series of functions

like planning, organising, staffing and controlling which are continuous and composite in
nature. These functions are simultaneously performed by all managers all the time.
Hence, management is considered a continuous process.

e. Management is a group activity: An organisation is a collection of number of

individuals with different needs. Every member of the group has different purpose to
join the organisation. But, as members of the organisation, they work towards fulfilling
the common organisation goal. This requires teamwork and coordination. Hence,
management is a group activity.

f. Management is a dynamic function: Every organisation works in an environment

which keeps on changing. The external environment which consists of various social,
economic and political factors keep changing. In order to be successful, an organisation
must change itself and its goals according to the needs of the environment. Hence,
management is a dynamic environment.
 g. Management is an intangible force: Management cannot be seen but its presence
can be felt in the operations of the organisation. The effect of management is
noticeable in an organisation where targets are met according to plans when employees
are happy and satisfied. So management is an unseen force but reflects in the
collective efforts.

2. Distinguish between administration and management.

Ans: Administration and management are related but distinct functions within an
organization, each with its own focus and responsibilities.
Here are the key differences between administration and management:

BASIS MANAGEMENT ADMINISTRATION

Meaning Management encompasses the Administration involves overseeing an

process of strategically planning,
organising resources, coordinating
efforts, directing activities, and
maintaining control within an
organisation to achieve its intended
goals and objectives.
organisation’s day-to-day operations,
ensuring they run smoothly by
implementing policies and decisions
set by management.

Focus Management is primarily concerned Administration focuses on

with planning, organising, directing, establishing policies, guidelines, and
and controlling resources to achieve procedures to ensure the smooth
organisational goals. operation of the organisation.

Scope Management is a broader term that Administration is a narrower term,

encompasses various functions such often associated with the
as planning, organising, staffing, implementation of policies, rules, and
leading, and controlling. regulations set by the management.

Key person Manager is the key person in the Administrator is the key person in
case of management. the case of administration

Decision making Managers make strategic decisions Administrators make decisions

related to setting goals, related to implementing policies,
formulating plans, and allocating procedures, and guidelines set by the
resources. management.

Nature It is more dynamic, action-oriented, It is more concerned with

and focused on achieving objectives establishing a stable framework,
through efficient resource ensuring adherence to rules, and
utilisation. maintaining order within the
organisation.
Function Management involves guiding, Administration involves establishing
directing, and leading employees policies, rules, and regulations that
toward achieving organisational guide the actions of employees and
goals. ensure organisational efficiency.

Role The role of management is The role of administration is decisive

executive in nature. in nature.

3. Explain the importance of management.

Ans: Management plays a crucial role in the success and sustainability of organisations
across various sectors. Its importance can be understood from several perspectives:

(a) Management helps in achieving group goals: Management is required not for itself
but for achieving the goals of an organisation. The task of a manager is to give a
common direction to the individual effort in achieving the overall goal of an
organisation.

(b) Management increases efficiency: The aim of a manager is to reduce costs and
increase productivity through better planning, organising, directing, staffing and
controlling the activities of an organisation.

(c) Management creates a dynamic organisation: All organisations have to function in

an environment which is constantly changing. It is generally seen that individuals in an
organisation resist change. Management helps people adapt to these changes so that
the organisation is able to maintain its competitive edge.

(d) Management helps in achieving personal objectives: A manager motivates and

leads his team in such a manner that individual members are able to achieve personal
goals while contributing to the overall organisational objective. Through motivation and
leadership, management helps individuals to develop team spirit, co-operation and
commitment to the group's success.

(e) Management helps in the development of society: An organisation has multiple

objectives to serve the purpose of the different groups that constitute it. In the
process of fulfilling all these, management helps in the development of the organisation
and through that it helps in the development of a society. It helps to provide good
quality products and services, creates employment opportunities, adopts new technology
for the greater good of the people and leads the path towards growth and
development.
 4. Explain the roles and skills of a manager.
Ans: Managers play diverse roles within an organisation and require a wide range of
skills to effectively carry out their responsibilities. These roles and skills can vary
depending on the level of management (top, middle, or first-line), the type of
organisation, and the specific job function.

Here are some common managerial roles and the associated skills:
● Planning: Managers are responsible for setting organizational goals and creating
plans to achieve them. This involves defining objectives, developing strategies,
and outlining the actions needed to reach these goals.

● Organising: Managers need to organize resources, including people, materials,

and processes, to ensure the efficient execution of plans. This involves designing
the organizational structure, allocating tasks, and establishing workflows.

● Leading: Managers provide leadership and direction to their teams. They are
responsible for motivating, guiding, and inspiring employees to achieve the
organization's goals. This role involves effective communication and people
management.

● Controlling: Managers must monitor and measure performance to ensure that

the organization is on track to achieve its goals. This includes setting
performance standards, measuring progress, and taking corrective actions when
necessary.

● Decision-Making: Managers make a wide range of decisions, from day-to-day

operational choices to strategic decisions that shape the organization's future.
Decision-making is a core aspect of managerial responsibility.

● Problem-Solving: Managers often encounter challenges and problems that

require innovative solutions. They need to analyze issues, identify root causes,
and develop effective problem-solving strategies.

● Communication: Effective communication is essential for conveying information,

ideas, and expectations within the organization. Managers need to communicate
with superiors, subordinates, peers, and external stakeholders.

● Adaptability: Managers must be adaptable in the face of changing

circumstances, whether due to market shifts, technological advancements, or
 unexpected challenges. They need to adjust their plans and strategies
accordingly.

● Team Building: Managers often assemble and lead teams to accomplish specific
tasks or projects. Building a cohesive and high-performing team is critical for
achieving goals.

● Ethical and Social Responsibility: Managers are responsible for upholding

ethical standards and promoting social responsibility within the organisation.
This includes making decisions that align with ethical principles and considering
the broader impact of the organisation's actions on society.

These roles and skills are not mutually exclusive, and managers often need to balance
and integrate them in their daily work. The specific mix of roles and skills required may
vary based on the managerial level, industry, and the unique demands of the
organisation. Effective managers possess a combination of these roles and skills to
drive success and achieve their organisation's objectives.

5. Explain 14 principles of management.

Ans: The 14 Principles of Management, also known as the "14 Principles of Fayol," were
developed by Henri Fayol, a French management theorist, in the early 20th century.
These principles provide a framework for effective management and are often
considered fundamental to the practice of modern management.

Here are the 14 principles:

● Division of Work: Work should be divided and assigned to individuals or groups
based on their specialization and skills. Specialization improves efficiency and
productivity.

● Authority: Managers have the authority to give orders and make decisions.
Employees must understand and respect the authority of their superiors.
Authority and responsibility should go hand in hand.

● Discipline: A disciplined and well-organized workplace is essential for

maintaining order and achieving the organization's objectives. This principle
emphasizes the importance of clear rules and expectations.

● Unity of Command: Each employee should receive orders and instructions from
only one superior. This helps avoid confusion and ensures accountability.
● Unity of Direction: All activities within the organization should be aligned
toward a common goal or purpose. This principle emphasizes the importance of
having a single, clear plan and direction for the organization.

● Subordination of Individual Interests to the General Interest: Individual

interests should be secondary to the collective interests of the organization.
Employees should prioritize the organization's goals over their personal goals.

● Remuneration: Fair compensation should be provided to employees for their

work. Compensation includes not only salaries but also recognition and other
rewards for good performance.

● Centralization: The extent to which decision-making authority is concentrated

at the top of the organization should be determined by factors such as the
nature of the work and the capabilities of employees. Centralization is a matter
of degree.

● Scalar Chain: There should be a clear and unbroken chain of authority and
communication from the top management to the lowest levels of the
organization. This principle ensures that information flows efficiently through
the organization.

● Order: A place for everything, and everything in its place. This principle
emphasizes the need for an organized and well-maintained workplace.

● Equity: Employees should be treated with fairness and kindness. Managers

should avoid favoritism and provide equal opportunities for development and
advancement.

● Stability of Tenure: Employee turnover should be minimized. Stability in the

workforce allows for improved performance and the development of a skilled and
experienced team.

● Initiative: Managers should encourage and allow employees to use their own
initiative and creativity to solve problems and make improvements.
 ● Esprit de Corps: Building a sense of unity and teamwork among employees is
essential. Managers should foster a sense of camaraderie and team spirit within
the organization.

It's important to note that while these principles provide a valuable foundation for
management practices, they have been subject to criticism and may not be universally
applicable in all organizations and contexts. Modern management theory has evolved,
and different management approaches and models have emerged. However, Fayol's
principles continue to be studied and referenced as part of the historical development
of management thought.

6. Discuss the functions of management.

Ans: The functions of management, often referred to as the P-O-S-D-C framework,
are a set of fundamental activities that managers perform to achieve the objectives of
their organizations. These functions provide a systematic approach to managing and are
essential for the effective and efficient operation of any organization.

The five primary functions of management are as follows:

a) Planning:
● Planning is the process of defining organisational goals and objectives and
determining the best ways to achieve them. It involves establishing a roadmap
for the future and making decisions about what needs to be done.
● Planning provides direction and purpose for the organisation. It helps in setting
priorities, coordinating activities, and ensuring that resources are used
effectively.

b) Organising:
● Organising involves arranging resources, including people, materials, and
equipment, in a way that optimises efficiency and productivity. It is the process
of creating the structure of the organisation.
● Effective organising ensures that all the necessary resources are in place to
execute the plans. It clarifies who is responsible for what and fosters order and
coordination.

c) Staffing:
● Staffing focuses on recruiting, selecting, training, and developing the right
people for the organization. It involves matching the skills and capabilities of
individuals to the roles and responsibilities defined during the organizing phase.
 ● The success of any organization depends on its people. Staffing ensures that
the organization has the right talent in the right positions to execute its plans
effectively.

d) Directing:
● Directing is the process of guiding and motivating employees to achieve the
organization's goals. It involves leading, communicating, and supervising to
ensure that everyone is working toward common objectives.
● Effective directing ensures that employees are aligned with the organization's
goals, stay motivated, and contribute their best efforts to the organization's
success.

e) Controlling:
● Controlling is the process of monitoring and measuring performance against
established standards and taking corrective action when necessary. It helps in
evaluating whether the organisation is on track and if adjustments are needed.
● Controlling ensures that the organisation's plans are being executed as intended
and that deviations from the plan are addressed promptly. It helps maintain
efficiency and effectiveness.

These five functions of management are interrelated and often occur simultaneously.
Effective management involves a dynamic and ongoing process where these functions
are performed continuously to adapt to changing circumstances, ensure the
organisation's success, and meet its objectives. While these functions provide a
structured framework for management, managers often need to exercise their
judgement and flexibility in applying them to their specific organisational context.

7. Discuss modern organisation structure.

Ans: Modern organisations often adopt different structures to align with their goals,
industry, and operational needs. These structures influence how work is organised,
communication flows, and decision-making processes are structured.

Here are several modern organisation structures:

● Functional organisational structure: A functional organisational structure is a
team structure that groups employees into different departments based on
areas of expertise. This type of structure is one of the most common types in
business, especially in larger companies, where groups of employees are
organized according to the function they perform.
● Divisional organisational structure: The divisional structure definition is a
system in an organization where employees are grouped into particular segments
with regard to the products or services they produce and not according to their
job descriptions. The entity structures units where the activities are based on
products, services, or markets.

● Matrix organisational structure: A matrix organizational structure is a

combination of two or more organizational structure types. The matrix
organization is the structure uniting these other organizational structures to
give them balance.

● Network organisational structure: A network organizational structure is one in

which organizations group certain types of employees together based around a
common specialization. These employees then form partnerships with other
specialists from throughout the organization to take on new projects and work
toward a common goal.

● Flat organisational structure: A flat organizational structure is a company with

few or no hierarchical levels between employees, which means that all employees
have essentially the same power and authority. The lack of hierarchy can be
seen as a positive attribute because it allows for more communication and
collaboration between employees.

● Hybrid organisational structure: A hybrid structure is a blend of two or more

organizational structures. The most common types of hybrid structures are a
combination of functional and divisional structures, or a matrix structure with
elements of both functional and projectized organization.

● Holacracy organisational structure: Holacracy is a system of self-management

where leadership roles are not subject to a traditional hierarchy of command.
Instead of having a static job description, individuals in a holacracy assume
multiple roles, each associated with a purpose, domain, and accountabilities.

● Virtual organisational structure: A virtual organization is an operation where all

members of the company work in different geographic locations while appearing
as a single unit. It uses computers, software, phones and other technology to
work together and converse in real-time, despite any physical distance.
 8. Explain the ethics in management.
Ans: Ethics in management refers to the principles, values, and moral guidelines that
guide the behavior and decision-making of individuals in leadership or managerial
positions within an organization. It involves making ethical choices and ensuring that
the organization's operations and practices align with ethical standards and societal
norms.

Ethics in management encompasses several key aspects:

● Integrity: Managers are expected to act with honesty and truthfulness in their
interactions, both within the organization and with external stakeholders. They
should uphold their commitments and be transparent in their dealings.

● Fairness: Ethical managers strive to be fair and just in their decisions, ensuring
that all employees and stakeholders are treated equitably and without
discrimination.

● Respect: Treating employees, customers, suppliers, and other stakeholders with

respect is a fundamental ethical principle. This involves recognizing the dignity
and worth of all individuals and fostering a respectful and inclusive work
environment.

● Responsibility: Ethical management includes taking responsibility for one's

actions and decisions, as well as the consequences of those actions. Managers
should also consider the broader impact of their decisions on society and the
environment.

● Accountability: Ethical managers are accountable for their decisions and

actions, and they are willing to accept the consequences of their choices. They
often adhere to legal and regulatory standards and encourage a culture of
accountability within the organization.

● Transparency: Transparency involves being open and honest in communication

and decision-making. Ethical managers share information as appropriate and
provide stakeholders with the information they need to make informed choices.

● Ethical Leadership: Managers are expected to lead by example, demonstrating

ethical behavior in their actions and decisions. Ethical leaders set a positive tone
for the organization and inspire others to act in an ethical manner.
 ● Corporate Social Responsibility (CSR): Ethical management often includes a
commitment to social and environmental responsibility. Managers may consider
the impact of the organization's activities on the community and the
environment and take steps to minimize harm and contribute positively to
society.

Overall, ethics in management is crucial for maintaining a positive organizational

culture, building trust with stakeholders, and ensuring the long-term success and
sustainability of the organization. It involves making choices that prioritize not only
economic outcomes but also ethical and social considerations.

Managers who prioritize ethics in their decision-making and actions contribute to the
development of a responsible and respected organization, which, in turn, can lead to
improved employee morale, customer trust, and long-term success.

9. Discuss the CSR towards stakeholders and community.

Ans: Corporate Social Responsibility (CSR) involves an organization's commitment to
ethical and responsible business practices that go beyond profit generation and
consider the impact on various stakeholders, including the community. CSR towards
stakeholders and the community reflects an organization's dedication to building
positive relationships and contributing to the well-being of those affected by its
operations. Here's how CSR can be directed towards stakeholders and the community:

Employees:
● CSR can encompass fair employment practices, including providing a safe and
inclusive workplace.
● Companies can invest in employee development, training, and well-being programs.
● Offering competitive wages and benefits is another way to demonstrate
commitment to employees' welfare.

Customers:
● CSR towards customers involves delivering quality products and services that
meet or exceed their expectations.
● It includes transparent and honest marketing and advertising practices.
● Addressing customer complaints and concerns promptly and fairly is also
essential.
Suppliers and Partners:
● CSR extends to treating suppliers and partners fairly and ethically, ensuring
they receive fair compensation and are not subjected to exploitative practices.
● Organizations can collaborate with suppliers and partners to promote
sustainable and responsible sourcing and production.

Investors and Shareholders:

● Transparency and accountability in financial reporting are critical aspects of
CSR towards investors and shareholders.
● Companies can disclose their CSR initiatives and performance, enabling investors
to make informed decisions.

Community:
● CSR directed towards the community involves various initiatives, such as
philanthropic donations and volunteer programs.
● Organizations can support local community development projects, educational
programs, and healthcare initiatives.
● Environmental responsibility, including reducing the ecological footprint,
benefits the broader community by mitigating environmental harm.

Society:
● CSR should consider the broader societal impact of an organization's activities.
It includes adhering to ethical business practices, such as paying taxes and
contributing to economic development.
● Advocacy for social causes and engagement in public policy discussions can also
be part of a company's CSR efforts.

Environmental Responsibility:
● CSR towards the environment is vital for the well-being of both the community
and society as a whole.
● This includes efforts to reduce carbon emissions, conserve resources, and
minimize pollution.
● Companies may adopt sustainable and eco-friendly practices.

Effective CSR involves proactive efforts to make a positive impact and address the
concerns and needs of these groups. Organizations that prioritize CSR in these areas
benefit from enhanced reputation, stronger stakeholder relationships, and a more
sustainable and resilient business.