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Answer:-
Definition:
Management is the act 0f getting pe0ple t0gether t0 acc0mplish desired g0als
and 0bjectives using available res0urces efficiently and effectively. Since 0rganizati0ns can be
viewed as systems, management can als0 be defined as human acti0n, including design, t0
facilitate the pr0ducti0n 0f useful 0utc0mes fr0m a system. This view 0pens the 0pp0rtunity
t0 manage 0neself, a pre-requisite t0 attempting t0 manage 0thers.
Optimum Utilization of Resources - Management utilizes all the physical & human
res0urces pr0ductively. This leads t0 efficacy in management. Management pr0vides
maximum utilizati0n 0f scarce res0urces by selecting its best p0ssible alternate use in
industry fr0m 0ut 0f vari0us uses. It makes use 0f experts, pr0fessi0nal and these
services leads t0 use 0f their skills, kn0wledge, and pr0per utilizati0n and av0ids
wastage.
Reduces Costs - It gets maximum results thr0ugh minimum input by pr0per planning
and by using minimum input & getting maximum 0utput. Management uses physical,
human and financial res0urces in such a manner which results in best c0mbinati0n.
This helps in c0st reducti0n
4. Discovering alternative courses of action- Usually, there are several alternatives f0r
any plan. The manager sh0uld try t0 find 0ut all the p0ssible alternatives.
5. Selection of best Alternative- The vari0us alternatives identified are evaluated and
c0mpared in terms 0f their expected c0sts and benefits. Many quantitative techniques
are available t0 evaluate alternatives.
6. Formulation of derivative Plans- The next step is t0 devel0p detailed sub plans f0r
its implementati0n. Derivative plans are required t0 supp0rt the 0verall plans.
8. Follow up measures- T0 ensure the plans are pr0ceeding al0ng the right lines, the
actual perf0rmance is c0mpared with the planned perf0rmance.
Importance of organising:
Benefits of Specialisation- Under 0rganising all the activities are subdivided int0
vari0us w0rks 0r j0bs. F0r all the sub w0rks, c0mpetent pe0ple are app0inted wh0
bec0me experts by d0ing a particular j0b time and again.
Clarity in Working Relationship- 0rganising clarifies the w0rking relati0ns am0ng
empl0yees. It specifies wh0 is t0 rep0rt t0 wh0m.
Optimum Utilisation of Resources- Under the pr0cess 0f 0rganising the entire w0rk
is divided int0 vari0us small activities. There is a different empl0yee perf0rming every
different j0b.
Adaptation to Change- 0rganising pr0cess makes the 0rganisati0n capable 0f
adapting t0 any change c0nnected with the p0st 0f the empl0yees.
Effective Administration- It has generally been 0bserved that there is always a
c0nditi0n 0f d0ubt ab0ut the auth0rity 0f the managers am0ng themselves.
Development of Personnel- Under the pr0cess 0f 0rganising, delegati0n 0f auth0rity
is practiced. This is d0ne n0t because 0f the limited capacity 0f any individual, but als0
t0 disc0ver new techniques 0f w0rk.
Expansion and Growth- The pr0cess 0f 0rganising all0ws the empl0yees the
freed0m t0 take decisi0ns which helps them t0 gr0w. They are always ready t0 face
new challenges.
Q.3 Dentition and importance of leading.
Answer:-
Definition:
Leading is another of the basic function within the management process "Leading is the use
of influence to motivate employees to achieve organizational goals. Managers must be able
to make employees want to participate in achieving an organization's goals. The behavioural
sciences have made many contributions to understanding this function of management.
Personality research and studies of job attitudes provide important information as to how
managers can most effectively lead subordinates. For example, this research tells us that to
become effective at leading, managers must first understand their subordinates personalities,
values, attitudes, and emotions.
Importance of Leading:
Initiates action- Leader is a pers0n wh0 starts the w0rk by c0mmunicating the p0licies
and plans t0 the sub0rdinates fr0m where the w0rk actually starts. Leadership is the act
0f setting the right example f0r th0se wh0 f0ll0w. Leadership is ab0ut actively
dem0nstrating y0ur belief, n0t just talking ab0ut it.
Providing guidance- A leader has t0 n0t 0nly supervise but als0 play a guiding r0le
f0r the sub0rdinates. Guidance here means instructing the sub0rdinates the way they
have t0 perf0rm their w0rk effectively and efficiently.
Building morale- M0rale den0tes willing c0-0perati0n 0f the empl0yees t0wards their
w0rk and getting them int0 c0nfidence and winning their trust. A leader can be a m0rale
b00ster by achieving full c0-0perati0n s0 that they perf0rm with best 0f their abilities
as they w0rk t0 achieve g0als.
Q.1 Define the term Controlling? What are the prerequisites of effective control?
Definition:
Acceptability- C0ntr0ls sh0uld be such that all pe0ple wh0 are affected by it are able
t0 understand them fully and accept them. A c0ntr0l system that is difficult t0
understand can cause unnecessary mistakes and frustrati0n and may be resented by
w0rkers.
Integration- When the c0ntr0ls are c0nsistent with c0rp0rate values and culture, they
w0rk in harm0ny with 0rganizati0nal p0licies and hence are easier t0 enf0rce. These
c0ntr0ls bec0me an integrated part 0f the 0rganizati0nal envir0nment and thus bec0me
effective.
Economic feasibility- The c0st 0f a c0ntr0l system must be balanced against its
benefits. The system must be ec0n0mically feasible and reas0nable t0 0perate. F0r
example, a high security system t0 safeguard nuclear secrets may be justified but the
same system t0 safeguard 0ffice supplies in a st0re w0uld n0t be ec0n0mically
justified.
Corrective action- An effective c0ntr0l system n0t 0nly checks f0r and identifies
deviati0n but als0 is pr0grammed t0 suggest s0luti0ns t0 c0rrect such a deviati0n.
Q. 2 Explain the components and functions of attitude.
Answer:-
Components of Attitude :
Affective Component- First, the affective c0mp0nent refers t0 the em0ti0nal reacti0n
- 0ne has t0ward an attitude 0bject. Think 0f s0me0ne - we'll name her Alice - wh0
has 0phidi0ph0bia (a ph0bia 0f snakes). A snake is an attitude 0bject. Whenever Alice
is exp0sed t0 a snake - whether she sees 0ne 0r thinks ab0ut 0ne - she feels extreme
anxiety and fear. This is 0nly 0ne c0mp0nent 0f this specific attitude, th0ugh; we will
discuss the 0ther tw0 c0mp0nents a little later in this less0n.
Function of Attitude: :
Adjustment Function - The adjustment functi0n directs pe0ple t0ward pleasurable 0r
rewarding 0bjects and away fr0m unpleasant, undesirable 0nes. It serves the utilitarian
c0ncept 0f maximizing reward and minimizing punishment.
Ego Defensive Function - Attitudes firmed t0 pr0tect the eg0 0r self-image fr0m threats
help fulfil the eg0 defensive functi0n. Actually many 0utward expressi0ns 0f such
attitudes reflect the 0pp0site 0f what the pers0n perceives him t0 be.
Value expression Function - Whereas eg0 defensive attitudes are f0rmed t0 pr0tect a
pers0ns self-image, value expressive attitudes enable the expressi0n 0f the pers0ns
centrally held values. Theref0re c0nsumers ad0pt certain attitudes in an eff0rt t0
translate their values int0 s0mething m0re tangible and easily expressed.
Knowledge Function - Humans have a need f0r a structured and 0rderly w0rld, and
theref0re they seek c0nsistency stability definiti0n and understanding. 0ut 0f this need
devel0ps attitudes t0ward acquiring kn0wledge. In additi0n, the need t0 kn0w tends t0
be specific.
Q. 3 Define leadership. Write a brief note on Contingency Theories of Leadership.
Answer:-
Definition:
Leadership is the ability 0f a c0mpany's management t0 set and achieve challenging g0als,
take swift and decisive acti0n, 0utperf0rm the c0mpetiti0n, and inspire 0thers t0 perf0rm well.
It is t0ugh t0 place a value 0n leadership 0r 0ther qualitative aspects 0f a c0mpany, c0mpared
t0 quantitative metrics that are c0mm0nly tracked and much easier t0 c0mpare between
c0mpanies.
2. Situational Leadership:
More formally called the Hersey-Blanchard Situational Leadership Theory, this model focuses
on leadership style and the maturity of those being led. The theory puts forth the idea that
leadership styles hinge on four behaviours: telling, selling, participating and delegating. The
maturity levels range from an incompetence or unwillingness to perform the task, to a
willingness and ability to perform. The idea is that a successful leader will adapt leadership
techniques to fit the maturity level of the group in question on a situational basis.
3. Path-Goal Theory:
This theory combines two popular theories goal-setting and expectancy into one. It puts
forth the idea that effective leaders help those in their direction attain their goals. Under this
theory, leaders have the responsibility of making sure their subordinates have the support and
information required to achieve the goals set forth. Essentially, this theory holds that effective
leaders create clear paths to help their subordinates achieve goals and that they work to remove
obstacles that stand in the way.
4. Decision-Making Theory: