Module 1 Basic Principles of Management

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5. Assignments

1st Set of Assignments (Modules 1 to 5)

Module 1

Basic Principles of Management
Total: 100 Marks

Answer the following questions. Each question carries 20 marks.

Question. 1. Define planning. Differentiate between strategic & tactical planning and elaborate steps in planning.

Answer: Planning (also called forethought) is the process of thinking about and organizing the activities required to achieve a desired goal. It involves the creation and maintenance of a plan, such as psychological aspects that require conceptual skills. There are even a couple of tests to measure someone’s capability of planning well. As such, planning is a fundamental property of intelligent behavior.

Also, planning has a specific process and is necessary for multiple occupations (particularly in fields such as management, business, etc.). In each field there are different types of plans that help companies achieve efficiency and effectiveness


Question. 2. Explain Henri Fayol's fourteen 'Principles of Management' with examples.

Answer: Henri fayol’s 14 principles of management are remembered even today for their simplicity and genius. The thing is, whenever you are managing something or running a business, you cannot pinpoint what is going wrong.

The principles of management suggested 14 such steps which you can compare to your business, and find out where you are missing out in proper implementation of the principles. This was especially useful in the times when computers and modern software were not available. Today, there are so many time tracking devices as well as



Question. 3. What is directing? Discuss the needs and obstacles in coordination.

Answer: It is a basic management function that includes building an effective work climate and creating opportunity for motivation, supervising, scheduling, and disciplining.  DIRECTING is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. planning, organizing, staffing have got no importance if direction function does not take place.

Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all


Question. 4. Describe steps in quality circle working and explain Just in Time WIT).

Answer: A quality circle or quality control circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. Normally small in size, the group is usually led by a supervisor or manager and presents its solutions to management; where possible, workers implement the solutions themselves in order to improve the performance of the organization and motivate employees. Quality circles were at their most popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker participation schemes.



Question. 5. Write short notes on : (any two)

a. Managerial skills

Answer: Much like a professional basketball player needs to know how to dribble and shoot a basketball, or how a home builder understands the process of framing a house, managers also need to have a specific set of skills in order to effectively perform their jobs. Managerial skills are what the manager uses to assist the organization in accomplishing its goals. Specifically, a manager will make use of his or her own abilities, knowledge base, experiences, and perspectives to increase the productivity of those with whom they manage.


b. Delegation

Answer: Delegation is the assignment of any responsibility or authority to another person (normally from a manager to a subordinate) to carry out specific activities, such as starting on proper tires during a wet race. It is one of the core concepts of management leadership. However, the person who delegated the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shifting of decision-making authority from one organizational level to a lower one.
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