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Questions 2012

This document discusses key principles of management including management by objectives (MBO), matrix organizational structures, the differences between planning and controlling, line and staff relationships, definitions of planning, organizing, authority, responsibility, centralization and decentralization, departmentalization, change management, and resistance to change. It provides definitions and explanations of these terms in response to multiple questions.

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ritam chakraborty
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37 views2 pages

Questions 2012

This document discusses key principles of management including management by objectives (MBO), matrix organizational structures, the differences between planning and controlling, line and staff relationships, definitions of planning, organizing, authority, responsibility, centralization and decentralization, departmentalization, change management, and resistance to change. It provides definitions and explanations of these terms in response to multiple questions.

Uploaded by

ritam chakraborty
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Principles of Management

Q1.Discuss what is MBO ?

Ans. MBO is a process of aligning the organizational objective with


individual objective of the employees where while achieving the
organisational objective the individual will attend their individual
objectives also .

Q2. What is matrix structure of an organization ?

Ans. The tall structure of an organization depicting one or two


projects and one or two staff functions is known as matrix structure .

Q3. What is the difference between planning and controlling ?

Ans. Planning is looking forward and controlling is looking back .


Controlling is feed forward and planning is feedback .

Q4. Explain the relationship between line and staff function and show
the flow of authority and responsibility ?

Ans. In a matrix organization each employee has their line function


along with their project function or staff function. In this scenario
, they has multi-departmental bosses and subordinates which increases
the role-goal conflict . This complicated situation is known as
line-staff relationship .
Even it can be looked into an another way . In a matrix organization
the line functions has to seek reports , data or guidance from the
staff function .
For example, legal associates. In this situation the communication and
relationship is known as line-staff relationship .

Q5. Define the following :-


a. Planning
b. Organizing
c. Authority
d. Responsibility
e. centralisation and decentralisation
f. Departmentalisation
Ans a. Planning is defined as a management process, concerned with
definitely goals for company's future direction and determining on the
missions and resources to achieve those targets. To meet the goals ,
managers may develop plans such as business plans .

b. According to Theo Haimann , organising is defined as the process of


defining and grouping the activities of the entire process and
establishing the authority and relationship among them . Organizing is
management refers to the relationship between people , work and
resources used to achieve the common objectives .

c. According to Henri Fayol , " Authority is the right to give orders


and the power to exact obedience ."

d. According to Davis, " Responsibility is an obligation of an


individual to perform assigned duties to the best of his ability under
the direction of his executive leader .

e. Centralisation is defined as the process of transferring and


assigning decision-making authority to higher levels of an
organizational hierarchy.
Decentralisation is defined as the process of transferring and
assigning decision-making authority to lower levels of an
organizational hierarchy.

e. Departmentalization involves dividing an organization into


different departments, which perform tasks according to the
departments' specialization in the organization .

Q6. What is change management ?

Ans. A change in management refers to a change from an old established


system or function to a new advanced system or function .

Q7. What is resistance to change and how can we overcome the


resistance to change ?

Ans. we can overcome resistance to Change by :-


a. Training - New knowledge
b. Counselling - overcome insecurity
c. Involvement
d. Release time bound pressures .

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