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    Principles and Practices of Management

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    Vinay Chavan
    1. Management is a process of organized activity that involves planning, coordinating resources, and controlling people and operations to meet organizational objectives. 2. Key functions of management include planning, organizing, leading, and controlling. 3. Managers require skills such as decision making, analytical thinking, communication, and influencing people to be effective.

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    Principles and Practices of Management

    Uploaded by

    Vinay Chavan
    45 views2 pages
    1. Management is a process of organized activity that involves planning, coordinating resources, and controlling people and operations to meet organizational objectives. 2. Key functions of management include planning, organizing, leading, and controlling. 3. Managers require skills such as decision making, analytical thinking, communication, and influencing people to be effective.

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    1. Management is a process of organized activity that involves planning, coordinating resources, and controlling people and operations to meet organizational objectives. 2. Key functions of management include planning, organizing, leading, and controlling. 3. Managers require skills such as decision making, analytical thinking, communication, and influencing people to be effective.

    Copyright:

    © All Rights Reserved
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
    45 views2 pages

    Principles and Practices of Management

    Uploaded by

    Vinay Chavan
    1. Management is a process of organized activity that involves planning, coordinating resources, and controlling people and operations to meet organizational objectives. 2. Key functions of management include planning, organizing, leading, and controlling. 3. Managers require skills such as decision making, analytical thinking, communication, and influencing people to be effective.

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    Question Option 1

    Which one of the following statement is correct? Planning and controlling are
    essentially one and the same.

    The decisions are benficial if they are Taken timely

    To run the business, person needs to have Well equipped with skills and
    knowledge
    Following are the nature of business except Producing goods and services

    There are basicaly three components of business except Owner


    Owner of the business is not responsible for Preparing objectives

    Employess are treated as Manager


    Customer satisfaction is an_________type of objective Organisational Objectives
    14 Principles of Management are profounded by____ Peter Drucker
    The Pricnciple which deals with only one boss for each employee is Initiative
    __________
    Following are the sense that organisation need to grow into the employees Belongingness
    except
    To manage any organisation what is required? Division

    Adopting any system depends on Complexity

    Management is Process of organised activity

    Management is process of co-ordinating its resources choose odd one out finance
    Which is not the factor included in 4 M of Mangement Men
    The objectives of management are achieved by functions like Planning
    Manangement accepts social changes and introduces Innovative Technology
    Manager must have following skills except Technical skills
    The niddle level manager need to have more technical skills related to Planning

    Political skill relate to Influencing people.


    The skills under which manager can identify key factors is Decison making skills
    From the list given below which is not a managerial role Working on Objectives
    Leadership role does not involves Directing
    Productivity of an organisation depends on Ability
    Option 2 Option 3 Option 4 Answers
    Planning and controlling are Controlling is a part of the A control process is
    not same. planning process. meaningless without pre-set 3
    goals.
    Taken correctly Timely and correctly Taken with the help of people
    3
    should be able to manage both 1 and 2 none of above
    people 3
    Profit Organisation Distribution and exchange of Rendering services to needy
    finished products 2
    Employee Customer Infrastructure 4
    Mission to carry over Decision making Environmental conditions
    business 4
    Supervisor Executor Worker 3
    Social Objective Personal Objective Technical Objective 1
    Henry Fayol Taylor Harold Koontz 2
    Unity of Direction Unity of Command Discipline
    3
    Team spirit Unity Knowledge
    4
    Decentralisation Centralisation Division and Decentralisation
    4
    Size of organisaiton Infrastrcture Size and complexity of
    organisation 4
    Continuous process Process of human interaction Organized activity,
    continuous process and 4
    human interaction
    People Raw material infrastructure 4
    Machinery Management Body Material 3
    Organising Working Directing 3
    New path to follow New processes New idea 1
    Analytical skills Communication skills Bossing skills 4
    Organising Planning and Organising both Directing worker to work on
    production 3
    Handling people Managing people Thretening people 1
    Analytical skills Interpersonal skills Political skills 2
    Motivating employees Creating n following budgets Developing personal skills 4
    Controlling Co-ordinating Couselling 4
    Employee's contribution Ability and Employee's Finance
    contribution both 3

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