Module 1: Introduction

 

__________ means one plan, one boss.

Select one:

1. Gang Plank
2. Unity of command
3. Unity of direction
4. Centralisation

 

Which one of the following statements is not correct?

Select one:

1. Management is a rigid process.
2. Management is a continuous process.
3. Management is a goal-oriented process
4. Management is a dynamic process.

 

_________ principle of management states that there should be a place for everything and everything should be in its place.

Select one:

1. Discipline
2. Order
3. Equity
4. Esprit de corps

 

 

_________ principle of management puts emphasis on judicious application of penalties by the management.

Select one:

1. Order
2. Discipline
3. Esprit de corps
4. Division of work

 

__________ is the technique in which each worker is supervised by eight supervisors.

Select one:

1. Centralisation
2. Functional foremanship
3. Simplification of work
4. Unity of action

 

 

Which one of the following is not an importance of management?

Select one:

1. Disciplining employees
2. Integrating various interest groups
3. Inculcating creativity
4. Developing society

 

Which one of the following is not a principle of scientific management?

Select one:

1. Maximum, not restricted output
2. Development of personnel
3. Harmony, not discord
4. Functional foremanship

Gang plank is related to

Select one:

1. incentives to workers.
2. communication.
3. supervision of workers.
4. motivation.

 

In which category does management fall?

Select one:

1. Emerging profession
2. Semi-profession
3. Marginal profession
4. Well-established profession

 

___________ denotes concentration of authority at the top level

Select one:

1. Decentralisation
2. Centralisation
3. Delegation
4. Coordination

 

Which title is given to an individual who is in charge of and coordinates the activities of a group of employees engaged in related activities within a unit of an organization?

Select one:

1. contractor
2. employee
3. vender
4. manager

 

Management is a ________ directed process as it aims at achieving specified goals.

Select one:

1. Future
2. Goal
3. Continuously
4. Deliberately

 

Management should find ‘one best way’ to perform a task. Which technique of scientific management is defined in this sentence?

Select one:

1. Method Study
2. Time Study
3. Fatigue Study
4. Motion Study

 

Management principles differ from pure science principles because management principles are

Select one:

1. situation-bound
2. vague.
3. easy to learn
4. rigid

.

Which level of management is responsible for establishing a vision for the organization, developing broad plans and strategies, and directing subordinate managers?

Select one:

1. executive managers
2. first level managers
3. middle managers
4. second level managers

 

The element that aims at integrating group efforts to achieve group objectives is called ________.

Select one:

1. Directing
2. Coordination
3. Management
4. Cooperation

 

Coordination is required at ___________ levels of management in all management functions.

Select one:

1. all
2. bottom
3. only top
4. few

 

Module II: Management Planning Process

 

Pervasiveness of planning usually indicates that planning

Select one:

1. is the first element of management process.
2. is a future-oriented activity
3. is a top management function.
4. extends throughout the organisation.

 

Importance of planning lies in

Select one:

1. Selecting the most appropriate plan
2. Identifying alternatives critically
3. Reducing uncertainty
4. Developing leadership

 

Which one of the following is a step of planning?

Select one:

1. Analysis of employee behaviour
2. Analysis of organisation structure
3. Analysis of employee morale
4. Analysis of environment

 

Which one of the following is a single-use plan?

Select one:

1. Budget
2. Strategy
3. Rule
4. Method

 

The basic role of strategy is to provide

Select one:

1. direction for control.
2. direction for motivation.
3. setting procedures.
4. direction for action

 

__________ is a feature of planning, which is also referred to as primacy of planning.

Select one:

1. Pervasive
2. Continuous
3. Primary function of management
4. Integrating

 

__________ is a comprehensive plan for achieving its objectives.

Select one:

1. Policy
2. Method
3. Rule
4. Strategy

 

Plans which prescribes chronological steps for performing activities is

Select one:

1. Method
2. Policy
3. Rule
4. Procedure

 

__________ is a statement of expected results in numerical terms

Select one:

1. Plan
2. Forecast
3. Estimate
4. Budget

Which of the following is not true for forecasting?

Select one:

1. Short range forecasts are less accurate than long range forecasts
2. The underlying casual system will remain same in the future
3. Forecast for group of items is accurate than individual item
4. Forecasts are rarely perfect

 

In which of the following forecasting technique, data obtained from past experience is analysed?

Select one:

1. Judgemental forecast
2. All of the above
3. Time series forecast
4. Associative model

 

Organisations are not always able to accomplish all their objectives because

Select one:

1. Planning May not Work in a Dynamic Environment
2. Planning Leads to Rigidity
3. Planning Involves Huge Cost
4. All of these

 

Which of the following statements is false?

Select one:

1. he success of an enterprise is possible only when plans

are properly drawn up and implemented

1. Managers have a tendency to rely on previously tried and

tested successful plans

1. If a plan has worked before it will work again
2. Any plan needs to be translated into action or it becomes meaningless

Choose the INCORRECT option

Select one:

1. Planning is basically doing and not an intellectual activity

of thinking

1. Planning is Continuous
2. Planning is Futuristic
3. Planning Involves Decision Making

 

Management objectives when it is being considered must have

Select one:

1. Three objectives
2. Single objective
3. Multiple objectives
4. Two objectives

 

Long term objectives are aimed to be achieved

Select one:

1. In more than 3 years
2. Within one year
3. In more than 5 years
4. Within 2 years

 

Decision-making is the case of __________.

Select one:

1. Planning
2. Directing
3. Staffing
4. Organising

 

Module III: Organization

 

 

Divisional structure leads to conflict in

Select one:

1. motivation
2. resource allocation
3. marketing management
4. planning process

 

Organisation structure establishes relationships between

Select one:

1. organisation and society
2. suppliers and customers
3. organisation and environment
4. people, work and resources

 

An advantage of functional structure is

Select one:

1. Flexibility
2. Personalised attention
3. Easier employee learning
4. Responsibility for end results

 

___________ is the organisational structure in which activities are grouped together on the basis of products.

Select one:

1. Divisional structure
2. Functional structure
3. Formal
4. Informal

 

The number of subordinates who report directly to a manageris called that manager's ____________

Select one:

1. Span of control
2. Authority
3. Range
4. Delegation

 

Formal organisation differ from informal organisation withrespect to

Select one:

1. Production process
2. Structuring
3. Financial procedure
4. Purchasing

 

___________ involves giving authority and responsibility tosubordinates.

Select one:

1. Centralisation
2. Decentralisation
3. Division of work
4. Delegation

 

Following is NOT an importance of organising:

Select one:

1. Growth and expansion
2. Adaptation to change
3. Role clarity
4. Performance appraisal

 

__________ is the process of grouping similar activitiestogether and creating departments.

Select one:

1. Division of work
2. Centralisation
3. Delegation
4. Departmentalisation

 

Organising process involves one of the following:

Select one:

1. Determining objectives
2. Grouping of activities
3. Prescribing work schedule
4. Prescribing disciplinary action

 

__________ is the duty for job performance.

Select one:

1. Authority
2. Responsibility
3. Both (a) and ( C)
4. Accountability

 

__________ cannot be delegated.

Select one:

1. Both (a) and ( C)
2. Responsibility
3. Accountability
4. Authority

The purpose of an organisational structure is NOT _____

Select one:

1. To organise lines of communication
2. To coordinate people and resources
3. To formalise authority
4. To limit workers' rights

 

Which organisation structure is generally followed by big steel plants?

Select one:

1. All of the above
2. Line and staff organisation
3. Line organisation
4. Functional organisation

 

A virtual organisation is ________

Select one:

1. An organisation that uses internet technologies to sell its products to the customers
2. An organisation that coordinates the workforce via video conferencing
3. An organisation that manages their supply chain using digital technologies
4. An organisation that uses information and communications technologies (ICT's) to coordinate activities without any physical boundaries between different

functions

 

In hospitals, the following type of depart mentation is common

Select one:

1. By geographical region
2. By function
3. By committee
4. All of the above

______ spans of management control create ______structures with many levels of management.

Select one:

1. Narrow; tall
2. Narrow; flat
3. Wide; tall
4. Wide; unpredictable

 

 

 

 

 

Module IV: Staffing

 

 

 

 

 

 

__________ is an internal source of recruitment

 

Select one:

1. Personal contacts
2. Employee recommendations
3. Transfer
4. Campus recruitment

 

 

In staffing function, which one of the following groups of managers is involved?

Select one:

 

1. Only top managers

 

1. Only middle managers

 

1. All managers

 

1. Only human resource managers

 

Which type of learning is management development concerned with?

Select one:

 

1. Inventory development
2. Manual skill development
3. Specific job skill development
4. Multi-skill development

 

 

In staffing function, which combination of activities in a sequential order is correct?

Select one:

 

1. Recruitment, training, selection, placement
2. Recruitment, selection, training, placement
3. Selection, training, recruitment, placement
4. Recruitment, selection, placement, training

 

 

Promotion is an _____ source of recruitment.

Select one:

 

1. poor
2. internal
3. global
4. External

 

 

Preliminary _____ is a step in the selection process.

 

Select one:

1. sampling
2. screening
3. reject ion
4. interview

 

 

 

The most relevant sources for recruiting managerial personalise ___

 

Select one:

1. Employment exchange
2. Direct recruitment
3. Casual callers
4. Advertisement

 

 

 

____ is the process of increasing knowledge and skills.

 

Select one:

 

1. Development
2. Interview
3. Training
4. Selection

 

 

 

____________ is a process of learning and growth.

 

Select one:

 

1. Training
2. Recruitment
3. Development
4. Both (a) and (C )

                                                                                                                                          Which of the following can  not be considered as importance of  staffing?

 

Select one:

 

1. Developing skills in employees
2. Suitable division of work among employees
3. Efficient use of human resources
4. Employee satisfaction

 

 

___________ leads to optimum use of resources.

 

Select one

:

 a.Training

1. Recruitment
2. Staffing
3. Development

 

 

Web publishing is a/an ____________ source of recruitment.

 

Select one:

 

1. External
2. Campus
3. Both
4. (b) and (c ) d. Internal

 

 

 

__________ is the “On the Job Training” method used to trainelectricians.

 

Select one:

1. Job rotation
2. Web publishing
3. Coaching
4. Apprenticeship

 

 

Time perspective in training is ___________

 

Select one:

 

1. Medium term
2. Medium or Long term
3. Long term
4. Short term

For higher management employees, ________ are influencedby the size of a company, specific industry and the process of decision making.

 

Select one:

 

1. Bonuses
2. Salaries
3. Promotions
4. All of the above

 

 

 

Horizontal job rotation refers to _____

 

Select one:

1. Lateral promotion
2. Lateral motivation
3. Lateral transfer
4. All of these

 

 

Persons interested in enhancing their reputations and receiving recognition will respond to ________.

 

Select one:

 

1. All of the above
2. Treats
3. Awards
4. Verbal praise

 

 

 

 

 

 

 

 

Module V: Directing and Management Control

 

 

 

 

 

 

Which one of the following is not a feature of controlling?

Select one:

1. Keeping employees busy
2. Continuous process
3. Action-oriented
4. Pervasive function

 

                                      

Directing takes place at _______ levels of management.

Select one:

1. Top
2. Lower
3. All
4. Middle

 

 

An element of directing is __________

Select one:

1. Designing control system
2. Designing organisation structure
3. Delegating authority
4. Communication

 

 

Meeting all of Maslow’s (1970) needs should result in ______

Select one:

1. Unconditional positive regard
2. Loci on control
3. Self-actualisation
4. Self-efficacy

 

 

Which one of the following is a step of controlling?

Select one:

1. Assessing environment
2. Taking corrective action
3. Taking disciplinary action
4. Assessing personnel required

 

Which one of the following is a semantic barrier?

Select one:

1. Lack of attention
2. Technical jargon
3. Status
4. Organisational policy

 

Motivation is not ______

Select one:

1. an easy process
2. related to satisfaction
3. a goal-directed behaviour
4. a complex process

 

 

Need hierarchy theory of motivation was given by ______

Select one:

1. Taylor
2. Koontz
3. Fayola
4. Maslow

 

 

Grapevine is a form of _____Select one:

1. formal communication
2. informal communication
3. barrier to communication
4. channel of communication

 

 

Leadership is based on a superiors ____

Select one:

1. authority
2. accountability
3. responsibility
4. persuasive communication

 

__________ is the process of stimulating people to engage in a goal-directed behaviour

Select one:

1. Motivation
2. Directing
3. None of these
4. Communication

 

___________ aims at instructing, guiding and motivating people to achieve the desired results.

Select one:

1. Motivation
2. Communication
3. Organising
4. Directing

 

 

Which one of the following is NOT an importance of controlling?

 

Select one:

1. Better coordination
2. Better planning
3. Better grievance handling
4. Better use of resources

 

 

Which of the following aspects appears in sociocultural approaches?

Select one:

1. Identity
2. All of these
3. Relatedness
4. Participation in communities

 

 

 

 

Regarding leadership, which statement is FALSE?

 

Select one:

1. When people operate as leaders their role is always clearly established and defined
2. All of the above
3. Not every leader is a manager
4. Leadership does not necessarily take place within a hierarchical structure of an organisation

 

Social cognitive perspectives often hold which of the following to be important aspects of motivation?

Select one:

1. Schemas and prototypes
2. Operant and classical conditioning
3. Expectancy and value
4. Positive self-regard and hierarchy of needs

 

 

 

_____ Motivation is associated with activities that are rewarding or satisfying in themselves

 

Select one:

1. State motivation
2. Intrinsic motivation
3. Trait motivation
4. Extrinsic motivation

 

 

Assignment 2

Case Study: Bajaj Auto

It is believed that "tomorrow's CEO must be today's empowered manager". This is reflected in the case of CEO of the two-wheeler brand Bajaj Auto - Mr Rahul Bajaj, , wherein he delegated his responsibilities to a successor systematically. His two sons, Rajiv and Rajiv were qualified enough to carry on the business. It was a bold decision on his part as he was used to taking charge of every critical area in the traditional family and managing the company. He had complete charge of production, finance, design changes, production systems and labour relations at the company, and personally oversaw all the operations for over two decades from1968 to 1990.

He never felt the need for delegation of authority and decentralisation of responsibilities. resulting which the company remained a fat, cost-callous, inflexible giant. Although there was rise in sales and increase in consumer demand, the company could not progress exponentially. The second line of executives were not groomed to manage day-to-day operations, nor they had required freedom to take even simple decisions independently.

Due to various additional responsibilities as the chairman of Indian Airlines, CII, AIAM, etc., he realized the need for creating a second line of command in his absence. To handle the onset of recession and the advent of competition, the company quickly, combined delegation with succession planning. Both sons joined as apprentices initially, selected their respective areas and underwent training in those areas- Rajiv in manufacturing and Rajiv in marketing.

Another cousin of Rahul Bajaj, Mather was made the in charge of HR functions and began to represent Rahul in meetings. Responsibilities were delegated to Mather slowly but steadily. Rahul Bajaj also started to distance himself from his followers, after his son Rajiv took charge of the AK Rudi plant independently. As a result, the report card of the company became quite encouraging – with sales picking up in motorcycle as well as scooter segments.

 

Span of management is sometimes also referred to as span of………………..or……………..

Select one:

1. Operations, supervision
2. Delegation, authority
3. Supervision, authority or control
4. Authority, Control

 

Decentralisation refers to the physical .................. of facilities and the extent of .................. of authority throughout an organisation.

Select one:

1. location, dispersal
2. layout, aggregation
3. layout, dispersal
4. location, aggregation

 

Centralisation is the opposite of .................. and .................. of authority

Select one:

1. dispersal, holding
2. dispersal, delegation
3. absorption, delegation
4. aggregation, control

 

_______ is the assignment of authority and responsibility to another person (normally from a _____) to carry out specific activities.

Select one:

1. control, manager to a subordinate
2. Delegation, manager to a subordinate
3. Delegation, subordinate to manager
4. Decentralization, subordinate to client

 

If the span of management is large, ………………levels would be needed in the organisation. If the organisation structure is……………the span of control is very large at the lowest level

Select one:

1. fewer, tall
2. Fewer, Flat
3. more, flat
4. higher, flat

 

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