Short note on span of control.

Span of Control can be defined as the total number of direct subordinates that a manager
can control or manage. The number of subordinates managed by a manager varies
depending on the complexity of the work.

You will find two types of span of control when measuring the ratio of employees to managers:

 Narrow span of control, which refers to the traditional way of seeing managers as
having only a few subordinates. The organizational structure in this case is tall as
opposed to flat.
 Wide span of control occurs when one manager supervises many employees. Most
big firms use wide span of control because it requires less operating costs.

Short note on SQC

Statistical quality control refers to the use of statistical methods in the monitoring and
maintaining of the quality of products and services. One method, referred to as acceptance
sampling, can be used when a decision must be made to accept or reject a group of parts or
items based on the quality found in a sample. A second method, referred to as statistical
process control, uses graphical displays known as control charts to determine whether a
process should be continued or should be adjusted to achieve the desired quality.

All the tools of SQC uses different tools to analyse quality problem: 1. Descriptive statistic 2.
Statistical process control 3. Acceptance sampling

State Elton Mayo’s illumination experiment with respect to human relation theory.

Illumination experiments were undertaken to find out how varying levels of illumination
(amount of light at the workplace, a physical factor) affected the productivity. The hypothesis
was that with higher illumination, productivity will increase. In the first series of experiments,
a group of workers was chosen and placed in two separate groups. One group was exposed
to varying intensities of illumination.

Since this group was subjected to experimental changes, it was termed as experimental
group. Another group, called as control group, continued to work under constant intensities
of illumination. The researchers found that as they increased the illumination in the
experimental group, both groups increased production. When the intensity of illumination
decreased, the production continued to increase in both the groups.

The production in the experimental group decreased only when the illumination was
decreased to the level of moonlight. The decrease was due to light falling much below the
normal level.

Thus, it was concluded that illumination did not have any effect on productivity but something
else was interfering with the productivity. At that time, it was concluded that human factor
was important in determining productivity but which aspect was affecting, it was not sure.
Therefore, another phase of experiments was undertaken.
Importance of TQM

TQM can have an important and beneficial effect on employee and organizational
development. By having all employees focus on quality management and continuous
improvement, companies can establish and uphold cultural values that create long-term
success to both customers and the organization itself. TQM’s focus on quality helps identify
skills deficiencies in employees, along with the necessary training, education or mentoring to
address those deficiencies.

With a focus on teamwork, TQM leads to the creation of cross-functional teams and
knowledge sharing. The increased communication and coordination across disparate groups
deepens institutional knowledge and gives companies more flexibility in deploying personnel.

Discuss Different Element of External Environment in management with respect to term

“PESTLE”

PESTLE is an external environmental study tool to investigate external business factors.

These factors are, in general, out of control to the businesses. And, the study of these
business factors results either in

 Threats or
 Opportunities to the organization.

The following section deepness each of the key areas of PESTLE analysis:

1. Political: These factors come from government influences. Here we investigate the
degree to which a government may influence a business environment.
Like, a political change may introduce many influences. For example, the government may
add a new tax. That may change the entire revenue generation structure of an organization.

2. Economics: These factors are related to the economic performance of the country.
Which have long term impacts due to its direct effect on businesses – Such as a rise in the
inflation rate, which may have an impact over
 How organizations price their products and services,
 the purchasing power of consumers, etc.
3. Social: Every culture has a unique mindset. And, that uniqueness cast an impact on
businesses and sales of their products and services. Organizations need to study:
 Social lifestyle,
 Domestic structures,
 And cultural implications for understanding their consumers and market better.
And, that is very important to develop strategic long term plans.
4. Technological: Businesses need to integrate technological development to stay
connected along the way. For that, companies investigate:
How consumers are reacting to technological trends and using for their benefits.
For example, the technological revolution may open new doors to technological trends. This
revolution may produce opportunities for many businesses. And, the companies which are
unable to integrate these new trends face enormous threats.

5. Legal: The legislation’s change from time to time and affect many businesses, such as
labour law, food safety law. Organizations need to make sure legal compliance’s. And,
sometime it need change in strategies.
For example, the minimum unit price of alcohol may introduce threats to the organization,
which is selling with a higher price of the minimum unit price. And, business pressure could
enforce them to lower the prices.

6. Environmental: These factors come from the natural environment. And, affect certain
industry like farming, agriculture. Example factors could be an increasing concern in
packaging and pollution.

Why management is called art and science both?

Management is science because of several reasons like - it has universally accepted

principles, it has cause and effect relationship etc, and at the same time it is art because it
requires perfection through practice, practical knowledge, creativity, personal skills etc.
It is considered as a science because it has an organized body of knowledge which contains
certain universal truth. It is called an art because managing requires certain skills which are
personal possessions of managers. Science provides the knowledge & art deals with the
application of knowledge and skills.

Write a short note on human relations theory

Human Relations Theory focuses specifically on the individuals’ needs and resultant
behaviours of individuals and groups. It takes an interpersonal approach to managing human
beings. It presents the organization is made up of formal and informal elements.

The formal elements of an organization are its structure. The informal aspects of the
organization include the interactions between individuals. In this way, the organization is a
type of social system.

This system should be managed to create individual job satisfaction and the resultant
motivation of the individual.

At the core of human relations theory are these six basic propositions:

 A focus on people, rather than upon machines or economics

 The organizational environment is not an organized social context
  Human relations are important in motivating people
 Motivation depends upon teamwork, requiring co-ordination and cooperation of
individuals involved.
 Human relations within teams must fulfil both individual and organizational objectives
simultaneously
 Individuals and organizations desire efficiency by achieving maximum results with
minimum inputs

Write a short note on autocratic leadership

Autocratic leadership, also known as authoritarian leadership, is a leadership

style characterized by individual control over all decisions and little input from group
members. Autocratic leaders typically make choices based on their ideas and judgments and
rarely accept advice from followers. Autocratic leadership involves absolute, authoritarian
control over a group.

Some of the primary characteristics of autocratic leadership include:1

 Allows little or no input from group members

 Requires leaders to make almost all of the decisions
 Provides leaders with the ability to dictate work methods and processes
 Leaves group feeling like they aren't trusted with decisions or important tasks
 Tends to create highly structured and very rigid environments
 Discourages creativity and out-of-the box thinking
 Establishes rules and tends to be clearly outlined and communicated

What is motion study? State the name of the motion study.

Motion study is a systematic way of determining the best method of doing the work by
scrutinizing the motions made by the worker or the machine. As per Gilbreath it is the
science of eliminating the wastefulness due to unnecessary motions. He was interested in
finding the one best way to do the job. He analysed the motions of bricklayers and was
successful in reducing the number of motions of a bricklayer from 18 to 5.

State the difference between Theory X and Theory Y.

BASIS FOR
THEORY X THEORY Y
COMPARISON

Meaning Theory X is a motivational theory, Theory Y, is an advanced theory,

which involves high supervision wherein it is assumed that the workers
and control over the are self-directed and self-motivated, for
subordinates, and greater degree growth and development and takes
 BASIS FOR
THEORY X THEORY Y
COMPARISON

of centralization. active part in decision making.

Work Dislikes work Work is natural

Ambition Little to no ambition Highly ambitious

Responsibility Avoids responsibility. Accept and seek responsibility.

Leadership style Autocratic Democratic

Direction Constant direction is required. Little to no direction is required.

Control Tight Lenient

Authority Centralized Decentralized

Self-motivation Absent Present

Focuses on Psychological needs and Social needs, esteem needs and self-
Security needs actualization needs.

What is planning? State the different steps of planning? State the important features of good
planning.

Planning is defined as setting an objective for a given time period, developing various
strategies or methods to attain them, and then selecting the best possible alternatives from
the various methods available.

Planning Process
 Setting up the Objective- Till the manager does not have an objective, he cannot do
the planning, so the goal should always be clear.
 Developing Premises- As we know the future is certain, therefore planning is
always made keeping the future in mind. Hence in the function of management,
certain assumptions are required to be made. These assumptions are known as
premises. Premises means making assumptions for the future. The manager can
 make the assumption by studying the past decisions, policies, studying the facts, and
existing plans.
 Listing the Various Alternatives for Achieving the Objectives- After setting up
objectives, the managers make a list of alternatives through which the organization
can achieve its objectives.
 Evaluation of Different Alternatives- In this step of the planning process, managers
evaluate and closely examine each of the alternative plans. Every alternative will go
through an examination where all its pros and cons will be weighed. The alternative
plans need to be examined taking into account the organizational objectives.
 Selecting an Alternative- This is the stage of planning in which the manager has to
adopt a decision. Here, the manager will choose the best and most feasible plan to
implement. The ideal alternative that is selected by the manager should be the most
profitable one with the least amount of negative consequences and is also adaptable
to dynamic situations.
 Implement the Plan- This is the step where other managerial functions are also
considered. The step is concerned with putting the plan into action, i.e., doing what is
required. For example, if a manager makes a plan to increase production then more
labour, and more machinery will be required. Hence, this step would also involve
arranging for labour and the purchase of machinery.
 Follow Up- To find out whether plans that are formulated are being implemented and
activities are performed according to schedule is also part of the planning process.
To stick with the plan and follow it in a given time frame is equally important to
ensure that organization objectives are attained.
Importance/ Significance of Planning
1. Planning Provides Direction- Planning provides us with direction. How to work in
the future includes planning. By stating in advance, how work has to be done,
planning provides direction for action.
2. Planning Reduces the Risk of Uncertainties- Uncertainty means any events in the
future that change our course of action. Planning helps the manager to face
uncertainty. We cannot remove such uncertainty from our life. However, due to
planning, we can work on such uncertainty. Just like an unforeseen event is going to
come in which we are going in loss. So, if we are already ready, we have made funds
for it, then we will be able to use it to fight that unforeseen situation.
3. Planning Reduces Overlapping and Wasteful Activity- Overlapping means the
working relationship has not been allocated specifically. If we plan, our time will not
be wasted.
4. Planning Promotes Innovative Ideas- If you are planning, then you get feedback
from your senior managers or juniors, from there you can get innovative ideas.
Besides, if you make your employees part of the decision-making, then you can get
new creative ideas from there too.
5. Planning Facilitates Decision- Planning helps in decision-making. The more
efficient you plan, the more right you will be in the decision. With good planning, our
decision-making gets accurate, it becomes feasible and it also gets improved.
6. Planning Establishes a Standard for Controlling- Controlling is incomplete without
planning and planning is incomplete without controlling. If you have done the
planning but you do not know if the thing is happening or not, then the planning is
 useless. In case, there is no planned output then the controlling manager will have no
base to compare whether the actual output is adequate or not.
7. Focuses Attention on Objectives of that Company- Through planning, efforts of
all the employees are directed towards the achievement of organizational goals and
objectives.

State Fayol’s contribution to management in detail.

1. Division of Industrial Activities:

Fayol observed the organizational functioning from manager’s point of view.

He found that all activities of the industrial enterprise could be divided into six
groups:

1. Technical activities (production, manufacture, adaptation).

2. Commercial activities (buying, selling and exchange).
3. Financial activities (search for and optimum use of capital).
4. Security activities (protection of property and persons).
5. Accounting activities (stock taking, balance sheet, cost, and statistics).
6. Managerial activities (planning, organising, command, coordination and control).

2. Qualities of an Effective Manager:

Henry Fayol was the first person to recognise the different qualities for manager.

According to him these qualities are:

(i) Physical (health, vigour, and address);

(ii) Mental (ability to understand and learn, judgement, mental vigour, and adaptability);

(iii) Moral (energy, firmness, willingness to accept responsibility, initiative, loyalty, tact and
dignity);

(iv) Educational (acquaintance with matters related to general functioning);

(v) Technical (peculiar to the functions being performed); and

(vi) Experience (arising from the work).

3. Functions of Management:
Fayol classified the elements of management into five and all such elements were
considered by him as the functions of management.

According to him following are the functions of management:

1. Planning
2. Organising
3. Staffing
4. Commanding
5. Coordinating
6. Controlling

4. Henry Fayol also suggested 14 principles of management. These principles are:

1. Division of work,
2. Authority and responsibility,
3. Discipline,
4. Unity of command,
5. Unity of direction,
6. Subordination of personal interest to organizational interests,
7. Remuneration,
8. Centralization,
9. Scalar chain,
10. Order,
11. Equity,
12. Stability of tenure,
13. Span of co-operation and
14. Initiative

state the mintzberg 10 roles of manager

Interpersonal Management Roles

The managerial roles in this category involve providing information and ideas.
1. Figurehead – As a manager, you have social, ceremonial and legal
responsibilities. You're expected to be a source of inspiration. People look up to
you as a person with authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the performance
and responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts. You
need to be able to network effectively on behalf of your organization.

Informational Management Roles

The managerial roles in this category involve processing information.

1. Monitor – In this role, you regularly seek out information related to your organization
and industry, looking for relevant changes in the environment. You also monitor your
team, in terms of both their productivity, and their well-being.
2. Disseminator – This is where you communicate potentially useful information to
your colleagues and your team.
3. Spokesperson – Managers represent and speak for their organization. In this
role, you're responsible for transmitting information about your organization and
its goals to the people outside it.
Decisional Management Roles

The managerial roles in this category involve using information.

1. Entrepreneur – As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and implementing
them.
2. Disturbance Handler – When an organization or team hits an unexpected
roadblock, it's the manager who must take charge. You also need to help mediate
disputes within it.
3. Resource Allocator – You'll also need to determine where organizational
resources are best applied. This involves allocating funding, as well as assigning
staff and other organizational resources.
4. Negotiator – You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.

Explain the various steps of MBO process. State the limitations

Steps in Management by Objectives Process

1. Define organization goals

Setting objectives is not only critical to the success of any company, but it also serves a
variety of purposes. It needs to include several different types of managers in setting goals.
The objectives set by the supervisors are provisional, based on an interpretation and
evaluation of what the company can and should achieve within a specified time.

2. Define employee objectives

Once the employees are briefed about the general objectives, plan, and the strategies to
follow, the managers can start working with their subordinates on establishing their personal
objectives. This will be a one-on-one discussion where the subordinates will let the
managers know about their targets and which goals they can accomplish within a specific
time and with what resources. They can then share some tentative thoughts about which
goals the organization or department can find feasible.

3. Continuous monitoring performance and progress

Though the management by objectives approach is necessary for increasing the

effectiveness of managers, it is equally essential for monitoring the performance and
progress of each employee in the organization.
4. Performance evaluation

Within the MBO framework, the performance review is achieved by the participation of the
managers concerned.

5. Providing feedback

In the management by objectives approach, the most essential step is the

continuous feedback on the results and objectives, as it enables the employees to track and
make corrections to their actions. The ongoing feedback is complemented by frequent formal
evaluation meetings in which superiors and subordinates may discuss progress towards
objectives, leading to more feedback.

6. Performance appraisal

Performance reviews are a routine review of the success of employees within MBO
organizations.

Some of the problems and limitations associated with MBO are as explained below:
1. Lack of Support of Top Management:

In traditional organizations, the authority is vested in the top management and it flow from

top to bottom. In MBO, subordinates are given an equal opportunity of participation, which is

resented by the top management. This system cannot succeed without the full support of top

management.

2. Resentful Attitude of Subordinates:

The subordinates can also be resentful towards the system of MBO. Sometimes, while

setting the goals, they may be under pressure to get along with the management and the

objectives which are set may be unrealistically high or far too rigid. The subordinates,

generally, feel suspicious of the management and believe that MBO is another play of the

management to make them work harder and become more dedicated and involved.

3. Difficulties in Quantifying the Goals and Objectives:

The MBO will be successful only if the goals can be set in quantifiable terms. But if the areas

are difficult to quantify and difficult to evaluate, it will not be possible to judge the

performance of the employees. Moreover MBO does not have any subjectivity in
performance appraisal. It rewards only productivity without giving any consideration to the

creativity of the employees.

4. Costly and Time Consuming Process:

MBO is quite costly and a time consuming process. There is a lot of paper work involved.

Moreover, there are a lot of meetings and too many reports to be prepared, which add to the

responsibilities and burden of the managers. Because of these reasons managers generally

resist the MBO.

5. Emphasis on Short Term Goals:

Under MBO, goals are set only for a short period, say for six months or one year. This is

because of the reason that goals being quantitative in nature, it is difficult to do long range

planning. Since the performance of the subordinate is to be reviewed after every six months

or one year, they tend to concentrate on their immediate objectives without caring for the

long range objectives of the enterprise. This emphasis on short term goals goes against the

organizational efficiency and effectiveness and is not a healthy sign.

6. Lack of Adequate Skills and Training:

Most of managers lack adequate skills, knowledge and training required in interpersonal

interaction which is required in the MBO. Many managers tend to sit down with the

subordinate, dictate the goals and targets with no input permitted from the subordinates and

then demand that the goals be achieved in a specified time. Whether the goals are realistic

or not does not enter the picture. In this type of environment, two way communication is not

there and objectives are imposed on the subordinates. This destroys their morale, initiative

and performance.

7. Poor Integration:

Generally, the integration of the MBO with the other systems such as forecasting and

budgeting is very poor. This lack of integration makes the overall functioning of the system

very poor.
8. Lack of Follow Up:

Under the system of MBO, the superior must get in touch with the subordinate at the

appropriate time and at that time, the subordinate will inform the boss exactly what has been

accomplished and how. If the superior delays the meeting, it will create hurdles in the

successful implementation of MBO as the subordinate will also start taking the programme

casually.

9. Difficulty in Achievement of Group Goals:

When goals of one department depend upon the goals of another department, cohesion is

difficult to maintain. In such cases, the achievement of goals will also become very difficult.

10. Inflexibility:

MBO may make the organization rigid. As the goals are set after every six months or one

year, the manager may not like to revise the goals in between, even if the need arises, due

to fear of resistance from the subordinates. The managers must learn to handle this

situation, because sometimes revision of short term goals is necessary for the achievement

of long range objectives.

11. Limited Application:

MBO is useful largely for the managerial and professional employees. It is not appropriate

for all levels and for everyone because of the heavy demands made by it. It can be made

applicable only when both the subordinates and manages feel comfortable with it and are

willing to participate in it.

12. Long Gestation Period:

It takes a lot of time, sometimes 3-5 years to implement the MBO programme properly and

fully and some research studies have shown that these programmes can lose their impact

and potency as a motivating force over a long period of time.

Definition of management and its function

Management is the process of planning and organising the resources and activities of a
business to achieve specific goals in the most effective and efficient manner possible.
Efficiency in management refers to the completion of tasks correctly and at minimal costs.
Effectiveness in management relates to the completion of tasks within specific timelines to
yield tangible results.

Functions:

1. Planning: When you think of planning in a management role, think about it as the
process of choosing appropriate goals and actions to pursue and then determining
what strategies to use, what actions to take, and deciding what resources are needed
to achieve the goals.

2. Organizing: This process of establishing worker relationships allows workers to work

together to achieve their organizational goals.

3. Leading: This function involves articulating a vision, energizing employees, inspiring

and motivating people using vision, influence, persuasion, and effective
communication skills.

4. Staffing: Recruiting and selecting employees for positions within the company (within
teams and departments).

5. Controlling: Evaluate how well you are achieving your goals, improving performance,
taking actions. Put processes in place to help you establish standards, so you can
measure, compare, and make decisions.

Maslow’s Motivational Theory with Practical Example

The Five Basic needs from bottom to top are:

1. Physiological Needs: Food, water, shelter, sleep, excretion, etc.

2. Safety Needs: A sense of security of the self, job security, health security,
safe environment, etc.
3. Belongingness and Love Needs: Strong bonds, love relationships.
4. Esteem Needs: Self-confidence, respect, good reputation, etc.
5. Self-Actualisation: Morality, spontaneity, and acceptance.
What are the objectives of SQC?

1. To establish the desired quality standards which are acceptable to

the customers?

2. To discover flaws or variations in the raw materials and the

manufacturing processes in order to ensure smooth and
uninterrupted production.
3. To evaluate the methods and processes of production and suggest
further improvements in their functioning.

4. To study and determine the extent of quality deviation in a

product during the manufacturing process.

5. To analyse in detail the causes responsible for such deviation.

6. To undertake such steps which are helpful in achieving the

desired quality of the product.
State 5 factors influencing plant location