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1 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63 1 Principles and Practices of Management

2 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.2 Meaning & Nature of Management

3 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.3 Meaning & Nature of Management In the modern world, one should utilize economically & efficiently, resources of all kinds- human, physical, technological, financial, intangible etc. Management plays a catalytic role in optimizing the use of these resources. The people who manage the resources in organization is known as Manager. The knowledge, skills, techniques and practices; they use in managing are broadly referred to the Field of Management.

4 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.4 Meaning & Nature of Management [Contd..] Management is a broad field as it is an attempt to create a desirable future, keeping the past and present in Mind. Thus Management is the process that unifies various resources together and co-ordinate them to help accomplish the organizational goal. Management is the principal activity that makes a difference in how well organizations serve people affected by him.

5 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.5 Meaning & Nature of Management [Contd..] Manager is the thinking organ of the enterprise. All the policy decisions are taken by him. How successfully an organization achieves its objectives and satisfies social responsibilities as well, depends to a large extent on its managers. If managers do their jobs well, the organization will definitely achieve its goal.

6 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.6 Definitions of Management Definitions can be categorized on the basis of: 1.Art of Getting Things Done: The Term Management refers to the process of getting things done, effectively and efficiently, through and with people, in formally organized groups. It is also the art of creating friendly environment in which people can perform as individuals and yet cooperate towards achievement of group and organizational goal. The primary job of management is to convert the disorganized resources of men, money, machines, methods and materials into a productive organization. Management is the practice of Intentionally and continually shaping organizations.

7 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.7 Definitions of Management [Contd…] 2.Process Of Managing: Management is a different process. This process consists of planning, organizing, staffing, directing and controlling. It utilizes both human and other resources. It leads to accomplishment of predetermined objectives.

8 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.8 Definitions of Management [Contd…] 3.Management as a group of Team/ Managers: Management is a group or team of managers who together carry out various managerial activities in the form of POSDC. It includes all managers from CEO to the first line supervisors. Practically, the term management is used to indicate only the TOP MANAGEMENT that has the authority for making important decisions like introduction of a new product, issue of shares, joint venture with MNCs etc.

9 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.9 Definitions of Management [Contd…] 4.Management as a Discipline or Field of study: Management is the organized body of knowledge which can be learnt in business schools & Institutes which consists of principles, practices, techniques and skills of management that help in achieving organizational objectives.

10 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.10 Management Systems and Processes Management is called a PROCESS as it involves a series of functions as shown: 1.Planning. 2.Organizing. 3.Staffing. 4.Directing 5.Controlling. It starts with planning and ends with controlling but they always do not maintain a rigid sequence. A practical manager performs all the functions simultaneously as management is a never ending process.

11 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.11 Management Systems and Processes Management is regarded as an Integrating Process as it integrates all human efforts with non-human resources like materials, machines, methods, money etc. by their concerted efforts. Management is regarded as a Social Process as every manager is required to use various skills of human relations to achieve good relations with the various groups of stakeholders like shareholders, workers, consumers, government, suppliers etc.

12 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.12 Management Systems and Processes Finally, A process is a systematic way of doing things. We refer to management as a process as it emphasizes that all managers, regardless of their particular aptitudes or skills, engage in certain interrelated activities in order to achieve their desired goals.

13 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.13 DEFINITION: F.W. Taylor -Art of knowing what you want to do and then seeing that it is done the best and cheepest way. Henry Fayol –To Manage is to forecast, to plan, to organise, to command, to co-ordinate and to control. Peter F.Drucker –Management is work and as such it has its own skills, its own tools and its own techniques. Management is the art of getting things done through and with people. WHAT IS MANAGEMENT?

14 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.14 Multi-disciplinary subject 1.Psychology: Includes determinants of behavior in the form of personality, perception, attitude, learning, motivation etc. 2.Sociology: Focuses attention on behavior of groups, organization and societies rather than individuals. 3.Anthropology: Its studies include individual culture, organizational culture and external environment. Its major subfields are archaeology, physical anthropology, cultural anthropology The scientific study of the origin and behavior of man, including the development of societies and cultures.

15 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.15 Objectives of management Determination of objectives Achievement of objectives Co-ordinate human efforts Meeting challenges Efficient use of resources Satisfaction of customers Good working conditions Good relationship with suppliers Contribution to national goals

16 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.16 MANAGEMENT AND ADMINISTRATION I. No Distinction Fayol-cannot distinguish which activities belong to Management and which to administration. Administration -Higher executive functions in government public utility etc. Management –Used for the same function in the business sector,company,corporate. MANAGEMENT V/S ADMINISTRATION

17 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.17 MANAGEMENT AND ADMINISTRATION (American viewpoint)- Administration Includes Management I. Different MANAGEMENT Oliver Sheldon Administration -With determination of corporate policy -Co-ordination of finance, production and distribution -Under the control of the commissioner, registrar, Chancellors. -Public/govt. Management -In the execution of policy -Within the limits setup by administration. -Under the managers -Private companies

18 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.18 MANAGEMENT AND ADMINISTRATION I.Different Florence & Tead Spriegal & Lansburg Administration A process of thinking more at higher levels -More at higher levels -Less at lower levels Management A process of actual operation. -Less at higher levels(-More at lower levels(middle levels) -More at lower levels MANAGEMENT

19 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.19 FUNCTIONS OF MANAGEMENT First Time HENRI FAYOL Suggested- 1.Forecasting and planning 2.Organizing 3.Commanding 4.Coordination 5.Control

20 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.20 According to Luther Gulick PODSCORB 1.Planning 2.Organizing 3.Directing 4.Staffing 5.Coordinating 6.Reporting 7.Budgeting FUNCTIONS OF MANAGEMENT

21 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.21 Koontz and ODonnell 1.Planning 2.Organizing 3.Staffing 4.Directing (communication, leadership, motivation, supervision) 5.controlling FUNCTIONS OF MANAGEMENT

22 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.22 Basic Managerial Functions

23 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.23 Planning involves tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. Basic Managerial Functions

24 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.24 Organizing who will perform what jobs and tasks, who will report to whom in the company Includes creating departments and job descriptions Basic Managerial Functions Organizing means assigning the planned tasks to various individuals or groups within the organization and mechanism to put plans into action. Authority to perform duty Assignment of job to the employee

25 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.25 Staffing Human Resource Planning(No. and kind of employee etc). Deciding sources of recruitment(attracting suitable candidate.). Receiving applications. Testing & Interviewing. Final selection & Appointment letter. Orientation. Training & Development.

26 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.26 Basic Managerial Functions Directing/Leading Act of guiding, managing and leading people. Motivation (inspire the employee ), Leadership(guide and influence the bahaviour of subordinate), decision making, Communication (for deligation,instruction,two-way,guide,motivate them). Leading (Influencing) means guiding the activities of the organization members in appropriate directions. Objective is to improve productivity.

27 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.27 Controlling 1.Gather information that measures recent performance 2. Compare present performance to pre-established standards 3. Determine modifications to meet pre-established standard Establishment of standard Measurement of performance Appraisal of performance Taking corrective action Basic Managerial Functions

28 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.28 WHAT A MANAGER DOES?

29 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.29 WHAT A MANAGER DOES?

30 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.30 Levels of Management No of level more if size of the business increase or large Level should be min otherwise it will create problem. Because communication process,controlling,coordination will be challenge to managers.

31 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.31 Levels of Management Basic Levels of management Top Managers Middle Managers First-Line Managers Non-managers Top Managers Middle Managers First-Line Managers Non-managers

32 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.32 First-line Managers Have direct responsibility for producing goods or services Foreman, supervisors, clerical, accountant Spend little time with top managers in large organizations Technical expertise is important First line managers or supervisors represent link between management and the workers. Provide training to the workers. Supervise and guide the workers Solve the problem of workers by top level management Basic Levels of management

33 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.33 Middle Managers Determine which goods or services to provide Assistant Manager, Manager (Section Head) Responsible for setting objectives that are dependable with top managements goals and translating them into specific goals and plans for first-line managers to implement. Responsible for coordinating activities of first-line managers Establish target dates for products/services to be delivered Need to coordinate with others for resources communication, teamwork, planning and administration competencies to achieve goals Build a team spirit Develop leaders for the future by broad training and experience Basic Levels of management

34 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.34 Top Managers Chief Executive Officer(CEO), President, Vice President Responsible for providing the overall direction of an organization Develop goals and strategies for entire organization Spend most of their time planning and leading Communicate with key stakeholders, stockholders, unions, governmental agencies, etc., Company policies Use of multicultural and strategic action Competencies to lead firm Basic Levels of management

35 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.35 What are Managerial Competencies/Capability/Ability/Skills qualities Important? Education (Mgmt/admin knowledge) Training (For develop the skills) Intelligence (Ability to think,predict,analyse the problem accurately) Leadership (Manager can motivate if he has leadership qualities)

36 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.36 Foresight (open minded,forecast,predict the problems which might be faced by the business in near future) Maturity (emotionally mature, balanced temperament, should have high frustration tolerance) Technical knowledge (other wise subordinates may misguide) Human relation attitude (social understanding, maintain good relation solve the problem, help them. treat as human being not as machine.)

37 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.37 A Model of Managerial Competencies/skills/abilities A Model of Managerial Competencies Teamwork Competency Global Awareness Competency Strategic Action Competency Planning and Administration Competency Self-Management Competency Communication Competency

38 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.38 A Model of Managerial Competencies Teamwork Competency Global Awareness Competency Strategic Action Competency Planning and Administration Competency Self-Management Competency Communication Competency Managerial Effectiveness

39 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak Insensitive, intimidating (unapproachable), bullying (harassment) 2. aloof (unfriendly), arrogant (proud,superior,overconfidence) 3. Untrustworthy (unreliable, dishonest) 4. Too ambitious, playing politics 5. Specific performance problems MISTAKES OF MANAGERS

40 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak Over managing -- not delegating 7. Ineffective staffing 8. Cant think strategically 9. Cant adapt to different bosses 10. Over dependency on mentor (guru,teacher,guide,advisor) MISTAKES OF MANAGERS

41 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.41 Managerial Skills Manager demand rainbow or mixture of skills The job of a manager demands a combination of many types of skills, whether he belongs to business organization, educational institution, a hospital or a club. A manager is successful when he is able to make a smooth functioning team of people working under him.

42 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.42 Management and Organizational Resources

43 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.43 Business Ethics and management

44 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.44 Example of Ethical business practices- To charge fair prices from the customers. To pay taxes to the government honestly. To charge reasonable profits from the customers. To give fair treatment to the workers. Business should follow the ethical or moral norms of the society. Ethical values in business operations. Honest dealing If a manager is just and fair in his action, his behavior will be deemed to be ethical. Business Ethics and management

45 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.45 Nature of business Ethics -Is an umbrella term which covers all business practices. -Perfection in the conduct of life. -Equity-fair and reasonable treatment to all. -Honest business, responsible citizen -Sense of right and wrong Unethical practices -Sale of products injurious to public health.ex-charas,heroine -False claims in advertisement -Exploitation of workers -Plain water in injuction -Duplicate products under popular brand names. -Using company property for personal use. Business Ethics and management

46 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.46 SOCIAL RESPONSIBILITY Social responsibility refers to a firms obligation to act for benefit of society. It is based on the assumption that what is good for the society. Several corporations have been engaged in discharging their social responsibility. SOCIAL RESPONSIBILITY

47 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.47 Classical view of social responsibility Business is an economic institution and major responsibility is to produce more goods and earn more profit to owners. Modern view of social responsibility The business houses are a part of the society, take input and resources from society. so must respond to the social needs and values.

48 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.48 J.R.D Tata was the first leading businessman to explicitly recognize that business does not operate in isolation from society. Solve the problems of people -Ex.TISCO has contributed a lot in the areas of community development, social welfare, tribal development, rural industrialization. -Reliance foundation

49 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak Lupin laboratories launched Lite for Lifeprogramme in 1973 to control and eliminate tuberculosis from India. -Finolex industries started the Hope foundation in 1979 for the detection and treatment of cancer. -Microsoft corporation donated $100 million (more than 400 crore) for the containment of AIDS in India.

50 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.50 Case Study

51 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.51 General Motors Company's (GM) foray into China was a successful one. Of all the leading auto markets, China was the highest growth market for GM as could be seen from the fact that it sold 2.35 million vehicles in FY 2010, 29 percent more than in This was the first time in the 102-year- old history of GM where it had sold more cars and trucks in China than in the US. Going forward, GM China had set ambitious plans to garner a market share of 14 percent and produce 5 million units by Its decision to launch a new brand, the Baojun 630, in 2011 was viewed as an attempt by the company to target first time car buyers living in Tier II and Tier III markets in China and also to compete against domestic car manufacturers in China. Case Study-1

52 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.52 Some experts opined that GM China's changing strategy was a bid to cope with the change in the industry structure in the rapidly growing Chinese auto market. According to a September 2010 draft plan by the Ministry of Information and Industry (MII) in China, foreign automakers in China were required to transfer their technology to their Chinese partner. The plan was in stark contrast to the partnership deals the foreign automakers had with their Chinese partners. The partners had a 50:50 stake in the JV where the foreign partner could keep its intellectual property and technology with it while the local partner would offer it market access. Case Study-1

53 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.53 The proposed plan received mixed reactions with some foreign automakers feeling that the move was a "technology shakedown" as they were forced to share their technology with their domestic partners and eventually their rivals. Moreover, industry analysts felt that low-cost brands such as Baojun could become a threat to GM's existing brands. They were of the opinion that the move to go downmarket to target the middle-class segment could jeopardize the brand image of GM which enjoyed the reputation of launching quality brands in the Chinese automobile market. This case is meant for MBA/MS level students as part of their Strategic Management/ International Business Curriculum. Case Study-1

54 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.54 Issues: » Understand the reasons for GMs success in China, and the growing importance of the Chinese market for GMs overall strategy. » Discuss and debate whether the Chinese automobile industry was witnessing structural changes and what GM could do about it. » Understand the threats to GM Chinas long-term success and how it could overcome these threats while taking advantage of the opportunities provided by China. Case Study-1

55 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.55 Case Study-2 This case is about the various advertising campaigns undertaken by Cadbury Dairy Milk at different points of time to achieve certain objectives. Cadbury was the market leader in chocolates in India and it also was a very popular brand which enjoyed the trust of its consumers. It already had a market share of around 70% in 2011 in chocolates with its flagship brand Cadbury Dairy Milk alone having around 30 % of the share of the Indian chocolate market. The company had come a long way since the 1990s when Indian consumers associated Diary Milk as a product meant for children. To change this, Cadbury came up with a series of campaigns to target the adult group, starting with the 'Real taste of life' campaign, to encourage people to bring out the child in them.

56 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.56 Case Study-2 Then they moved on to social acceptance theme with the line- 'Those who want to eat, will find a reason for it'. Through this, Dairy Milk was able to gain an acceptance for chocolates among the adult audiences for consumption. It even won a lot of awards for its campaigns which went on to become a huge success; like the Real Taste of Life' campaign. After this, Dairy Milk sought to achieve the difficult objective of replacing the traditional Indian sweets and desserts with their chocolates. For this, Cadbury ran various campaigns under 'Kuch meetha ho jaye' (Let's have something sweet), including two campaigns parallelly - 'Shubh Aarambh' (Auspicious beginning) and 'Meethe mein kuch meetha ho jaye' (Let's have something sweet for dessert).

57 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.57 Case Study-2 The common thing for all the advertising campaigns was that they focused on the Indian customs and traditions and yet they gave it a modern and contemporary look to connect with all the people. Besides this, they also used a 360 degree campaign to support the television advertising campaigns, even as their rivals Nestle gave them tough competition with aggressive marketing and even directly taking on Cadbury's advertising campaign message. But many industry observers doubted the effectiveness of Cadbury's efforts and their ability to replace the traditional sweets and the traditional dessert items which had been a long part of the Indian traditions.

58 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.58 Case Study-2 Issues: The case will help the students: » Understand the various challenges faced by Cadbury Dairy Milk and how it was able to overcome them. » Understand how the right advertising campaigns can be used to achieve the company objectives and bring about the desired change in the behavior of the target audience. » Analyze the advertising campaigns of Cadbury Dairy Milk to understand why they were successful. » Analyze whether Cadbury Dairy Milk was doing the right thing by trying to replace the traditional sweets and desserts and whether it would succeed. » Discuss in what ways the company would be able to maintain their leadership position in the future. » Explore the competitor's point of view, like Nestle and how they could reduce the gap with the leader Cadbury.

59 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.59 Case Study-3 The case is organized into different sections. The first section is about the background and history of Google and the introduction of Google +. The next section is about the social networking market and the top players in it, followed by Google's previous attempts at social networking. It then talks about the various features of Google +, the initial response to it, and the response by the competitors. The case focuses on understanding the growing importance of social networking websites for the advertisers as well as their growing popularity among people over the world using the story of Google - the search engine and Internet giant as a struggling player in the social networking arena, trying to compete against established players like Facebook and Twitter.

60 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.60 Case Study-3 The case also highlights the previous unsuccessful attempts by Google with its 'Buzz' and 'Wave', to understand why they did not do well. The questions that this case puts forward are whether Google has a real chance of succeeding this time with its Google + and whether it had finally got its attempt right.

61 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.61 Case Study-3 Issues: » Understand the scene of social networking websites and the competition existing there. » Understand the issues and challenges in managing networked businesses. » Understand whether social networks are a 'winners take all' market. » Understand how network markets are different from other markets. » Discuss the strategies of Google regarding entry into the field of social networking and how they learned from their previous mistakes. » Compare Google + with existing players to understand where it is better or worse. » Discuss the chances of Googles success with Google + and its possible future.

62 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.62 Questions 1.Explain the concept of management and bring out its importance in present day context. 2. Management is the effective utilization of human and material resources to achieve the enterprises objectives. "comment. 3.Discuss the nature and scope of management. Is management a science or an art or both? 4.Is management a profession? give arguments for and against the professionalization of management. 5.Clearly explain the concept and significance of management. Distinguish between management and administration.

63 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak How would you argue that management is important for all organizations? 7. Management is the art of getting things done through people". Comment. 8.Define the term management and explain its basic features. 9.What are the functions of a manager? Briefly explain various managerial skills. 10.The fundamental functions of management are universal. they are applicable to all situations." Discuss. 11.Difference between authority and responsibility. 12.Distinguish between management process, principle and practices Questions

64 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak Which one of the following approaches is adopted in studying management? a) Profession b) Art c) Science d) Process 2.Management is a) Pure Science b) applied science c) Art d) science and art both 3.The concept of scientific management was given by a) Frederick Taylor b) Henery Fayol c) Elton Mayo d) Peter Drucker Objective questions

65 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak Management as a system emphasises on- a) close system perespective b) open system perespective c) socio-technical system d)None of these 5.What is the natur of management process? a) Time-bound b) Continuous c) Procedural d) disjointed 6.Top management functions are the most important because these take care of- a)Overall organisation b)specific problems c)Routine problem d)extraordinary problems Objective questions

66 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak Which one of the following terms is not associated with social responsibility? a) Social commitment b) Social concern c) Social programme d) Social structure 8.Business organisations should feel concerned with social responsibility because they- a)Are the part of society b)can make huge profit c)Can be more efficient d)can complete in better way Objective questions

67 © Bharati Vidyapeeths Institute of Computer Applications and Management, New Delhi-63,by Nitish Pathak 1.67 REFERNCES:- Koontz,Principles of management,TMH,2008 Robbins and Coulter,Management,PHI L.M.Prasad,Principles and Practices of management T.Ramasamy Principles of Management. Google.co.in etc. 0Strategy/BSTR400.htm Thanks…


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