OM

Question 1

“Management is an art of getting things done
through and with the people in formally organized
groups. It is an art of creating an environment in which
people can perform and individuals and can co-operate
towards attainment of group goals”.

Answer 1

Harold D. Koontz

Question 2

“Management is an art of knowing what to do, when
to do, and see that it is done in the best and cheapest
way”. Management is a purposive activity”
It is the process of working with and through others
to effectively achieve the goals of the organization,

Answer 2

Frederick Winslow Taylor

Question 3

Management is “to manage is to forecast and
to plan, to organize, to command, to coordinate, and
to control.”

Answer 3

Henri Fayol

Question 4

“Management is a multi-purpose organ that manages the
business and manages managers and manages workers
and work.”

Answer 4

Peter Drucker

Question 5

Management defines as the “art of getting things
done through people”.

Answer 5

Mary Parker Follett

Question 6

considered to be the central function of
management. It involves setting goals and objectives and
identifying ways to achieve them.

Answer 6

PLANNING

Question 7

is the function of management that involves
developing an organizational structure and allocating human
resources to ensure the accomplishment of objectives.

Answer 7

ORGANIZING

Question 8

the process of hiring eligible candidates in
the organization or company for specific positions.

Answer 8

STAFFING

Question 9

the process of motivating and
influencing others to work for the common goal of the
organization and achieve organizational objectives for the
mutual benefit of both the organization and its
members.

Answer 9

LEADING

Question 10

It implies measurement of accomplishment
against the standards and correction of deviation if
any to ensure achievement of organizational goals.

Answer 10

CONTROLLING

Question 11

According to _______________“Controlling is
the measurement & correction of performance activities
of subordinates to make sure that the enterprise
objectives and plans desired to obtain them as being accomplished”.

Answer 11

Koontz & O’Donell

Question 12

1. Establishment of standard performance.
2. Measurement of actual performance.
3. Comparison of actual performance with the standards and
   finding out deviation if any.
4. Corrective action.

Answer 12

controlling steps

Question 13

is considered as the “feedback mechanism” of
the management process.

Answer 13

Controlling

Question 14

This management theory makes use of the step by step, scientific
methods for finding the single best way for doing a job.

Answer 14

SCIENTIFIC MANAGEMENT

Question 15

1. Management should develop a precise, scientific approach for each
   element of one’s work to replace general guidelines.
2. Management should scientifically select, train, teach, and develop each
   worker so that the right person has the right job.
3. Management should cooperate with workers to ensure the jobs match
   plans and principles.
4. Management should ensure an appropriate division of work and
   responsibility between management and workers.

Answer 15

principles of scientific management:

Question 16

This theory is concerned primarily with how organizations should be
managed
and structured.

Answer 16

ADMINISTRATIVE MANAGEMENT THEORY

Question 17

“Father of the Modern Theory of General and
Industrial Management”

Answer 17

Henri Fayol,

Question 18

Employees should have complementary
skill sets that allow them to specialize in
certain areas.

Answer 18

Division of Work

Question 19

Management needs the authority to give
employees orders. This authority must be
agreed upon.
 Authority creates responsibility.

Answer 19

Authority and Responsibility

Question 20

This gets to the idea of employees listening
to commands and being disciplined in
getting work done. If a manager sets a
deadline, an employee should have the
discipline to meet it.

Answer 20

Discipline

Question 21

Employees should receive orders from only
one superior. Employees answer to their
managers and there aren’t a bunch of
unnecessary people involved with the
process.

Answer 21

Unity of Command

Question 22

Organizational activities must have one
central authority and one plan of action.
 Teams should be striving for common
goals.

Answer 22

Unity of Direction

Question 23

The interest of one employee or group of
employees is subordinate to the interest
and goals of the organization. The team
comes before the individual.

Answer 23

Subordination of personal
interest to general interest

Question 24

Salaries should be fair and provide
satisfaction both to the employee and
employer.

Answer 24

Remuneration of Personnel

Question 25

The objective of centralization is the best utilization of personnel. The degree of centralization varies according to the dynamics of each organization.

Answer 25

Centralization

Question 26

A chain of authority exists from the highest organizational authority to the lowest ranks.

Answer 26

Scalar Chain

Question 27

This refers mostly to cleanliness and organization within the workplace. An office shouldn't be disgustingly messy.

Answer 27

Order

Question 28

a combination of kindliness and justice.

Answer 28

Equity

Question 29

To attain the maximum productivity of personnel, a stable workforce is needed.

Answer 29

Stability of Tenure

Question 30

Thinking out a plan and ensuring its success is an extremely strong motivator. Zeal, energy, and initiative are desired at all levels of the organizational ladder.

Answer 30

Initiative

Question 31

a French phrase that means “group morale”.  Employee morale matters. This principle suggests that managers should work to keep employees engaged and interested.

Answer 31

Esprit de Corps

Question 32

FIVE (5) PRINCIPLES OF BUREAUCRACY

Answer 32

Division of Labor Hierarchy and Authority Formal Rules and Procedures Impersonality Meritocracy

Question 33

a researched belief by Elton Mayo and he believed that people desire to be part of a supportive team that facilitates development and growth.

Answer 33

HUMAN RELATIONS MOTIVATIONAL THEORY OF MANAGEMENT

Question 34

This theory was proposed in the 1940s by the biologist Ludwig Von Bertalanffy. The s_______________believes that each business is a system, much like a living organism, with numerous things going on to keep the operation rolling along.

Answer 34

SYSTEMS THEORY OF MANAGEMENT

Question 35

In the 1960s, social psychologist Douglas McGregor developed two contrasting theories that explained how managers' beliefs about what motivates their people can affect their management style.

Answer 35

THEORY OF X AND Y

Question 36

managers create situations where workers become dependent and reluctant.

Answer 36

Theory X

Question 37

manager creates

Answer 37

Theory Y

Question 38

It consists of the most general elements that can potentially influence the strategic

Answer 38

Macro Environment

Question 39

of a business includes the factors in the immediate area of operation affecting its performance and decision-making freedom.

Answer 39

Micr-Environment

Question 40

PESTLE

Answer 40

political,economic,social,technological,legal and environmental

Question 41

SWOT

Answer 41

strengths weaknesses opportunities threats

Question 42

internal factors

Answer 42

strengths weaknesses

Question 43

external factors.

Answer 43

opportunities threats

Question 44

Business with________ can charge excessive prices and cause an inefficient allocation of resources

Answer 44

Monopoly power

Question 45

A business which are publicly owned must try and increase profits for shareholders which can lead to a short-term perspective.

Answer 45

Short-termism

Question 46

S.M.A.R.T.

Answer 46

specific, measurable, attainable, relevant, time-bound

Question 47

Goal should be realistically achievable but should be challenging enough to encourage employees to work hard and be creative.

Answer 47

ATTAINABLE

Question 48

Goals should contribute to the overall purpose of the organization.

Answer 48

Relevant

Question 49

Goals should specify a target date for completion.

Answer 49

Time-bound

Question 50

is a futuristic statement of what the organization wants to become in the long-term.

Answer 50

vision

Question 51

describes the fundamental reason for the existence of the organization – a purpose behind why does what it does and why it would like to become what it envisions to be in the future

Answer 51

mission

Question 52

Look ahead three or more years into the future. The plan covering a time of more than one year. Middle and top management mostly undertake these.

Answer 52

Long-range plans

Question 53

cover periods of one to two years.

Answer 53

2. Intermediate plans

Question 54

plans that cover one year or less.

Answer 54

Short-age plans

Question 55

Our long-range plans that set broad directions for the organization’s performance.

Answer 55

STRATEGIC PLAN

Question 56

is an intermediate-term plan that translates broad strategic goals included in a strategic plan into specific goals and action steps into a specific portion or function with the organization.

Answer 56

TACTICAL PLAN