CHAPTER-1: Intro-management

1. “Management is undoubtedly one of humankind’s most important inventions ” Do you

agree with this statement? Why or why not?
Ans: :I agree that management is a crucial invention for humankind. Management involves the
coordination and organization of resources, people, and processes to achieve specific goals. It has
played a significant role in the development of businesses, organizations, and societies, contributing
to efficiency, productivity, and innovation. Effective management has the potential to drive positive
change and progress in various fields, making it an important invention for the advancement of
humankind.

2. Explain the universality of management concept. Does it still hold true in today’s world?
Why or why not?
Ans: The universality of management concept refers to the idea that the principles of management
are applicable to all types of organizations, regardless of their size, industry, or location. This
concept suggests that the fundamental functions of management, such as planning, organizing,
leading, and controlling, are essential for the success of any organization. In today's world, the
universality of management concept still holds true to a large extent. The basic principles of
management, such as setting goals, organizing resources, motivating employees, and measuring
performance, are still relevant in modern organizations. However, it's important to acknowledge that
the context in which management operates has evolved due to factors such as globalization,
technological advancements, and changing workforce demographics While the fundamental
principles of management remain consistent, the application of these principles may need to be
adapted to suit the specific challenges and opportunities of the modern business environment. For
example, the rise of remote work and digital communication has led to new considerations in
employee motivation and performance management Overall, while the universality of management
concept remains relevant, it is important for managers to continuously adapt their practices to align
with the evolving nature of today's world

3. Is business management a profession? Why or why not? Do some external research in

answering this question
Ans: Whether business management is considered a "profession" is subjective. While it lacks
some traditional hallmarks like mandatory licensing, it involves specialized education, ethical
standards, and diverse skills. The absence of a standardized entry path and the variety of
educational backgrounds complicate its classification. Professional associations and
certifications contribute to its professionalization, but opinions on its status may vary

7. What are the rewards and challenges of being a manager?

Ans:
>there are many challenges. It can be a tough and often thankless job. In addition, a portion of a
manager’s job (especially at lower organizational levels) may entail duties that are often more
clerical (compiling and filing reports, dealing with bureaucratic procedures, or doing
paperwork) than managerial. Managers often have to deal with a variety of personalities and
have to make do with limited resources. It can be a challenge to motivate workers in the face of
uncertainty and chaos, as this recession has illustrated time and time again
>Despite these challenges, being a manager can be rewarding. Manager responsible for creating
 a work environment in which organizational members can do their work to the best of their
ability and thus help the organization achieve its goals. Other rewards may include receiving
recognition and status in your organization and in the community, playing a role in influencing
organizational outcomes, and receiving attractive compensation in the form of salaries, bonuses,
and stock options
4. 14 principles of Henri Fayol’s
Ans:
Division of Work , Authority and Responsibility ,,
Discipline ,Unity of Command ,,Unity of Direction ,Subordination of Individual Interest.
Remuneration , Centralization , Scalar Chain ,Order , Equity ,Stability ,Initiative ,Esprit de
Corps

5. state the main functions of management

Ans: The four functions of management include planning (defining goals, establishing
strategies, and developing plans), organizing (arranging and structuring work), leading
(working with and through people), and controlling (monitoring, comparing, and correcting
work performance).
6. “management is a social process” justify it
Ans: Management is a social process because management functions are basically concerned
with relations among the people. It is called a social process since the efforts of human beings
have to be directed, coordinated and regulated by management.Moreover, management has a
social obligation to make optimum utilization of scarce resources for the benefit of the
community at large. The human factor is inseparable from management. According to Brech “It
is the pervasiveness of this human element that gives management its special character as a
social process.”
7. Define management skills. What skills are needed at different managerial levels
Ans:
>Management skills can be defined as certain attributes or abilities that an executive should
possess in order to fulfill specific tasks in an organization
>Technical skills are the jobspecific knowledge and techniques needed to proficiently perform
work tasks. These skills tend to be more important for first-line managers because they typically
are managing employees who use tools and techniques to produce the organization’s products.
human skills, which involve the ability to work well with other people both individually and in
a group. Because all managers deal with people, these skills are equally important to all levels
of management. conceptual skills are the skills managers use to think and to conceptualize
about abstract and complex situations. Using these skills, managers see the relationships among
various subunits, and visualize how the organization fits into its broader environment. These
skills are most important to top managers

8. What are the factors that are reshaping and redefining the manager’s job?
Ans: The changes impacting managers’ jobs include global economic and political
uncertainties, changing workplaces, ethical issues, security threats, and changing technology.
Managers must be concerned with customer service because employee attitudes and behaviors
play a big role in customer satisfaction. Managers must also be concerned with innovation
because it is important for organizations to be competitive. And finally, managers must be
concerned with sustainability as business goals are developed.

9. Explain the major roles played by managers according to Mintzberg

 Ans: Mintzberg’s managerial roles include interpersonal, which involve people and other
ceremonial/symbolic duties (figurehead, leader, and liaison); informational, which involve
collecting, receiving, and disseminating information (monitor, disseminator, and spokesperson);
and Decisional, which involve making choices (entrepreneur, disturbance handler, resource
allocator, and negotiator). Mintzberg’s newest description of what managers do proposes that
managing is about influencing action, which managers do in three ways: by managing actions
directly, by managing people who take action, and by managing information that impels people
to take action.
10. Explain why managers are important to organizations
Ans: Managers are important to organizations for three reasons. First, organizations need their
managerial skills and abilities in uncertain, complex, and chaotic times. Second, managers are
critical to getting things done in organizations. Finally, managers contribute to employee
productivity and loyalty; the way employees are managed can affect the organization’s financial
performance; and managerial ability has been shown to be important in creating organizational
value.

Chapter-2: Decision making(f)

1. Define the term 'Decision making'. Discuss the steps in the decision making process.
Ans:
>Decision making is the process of selecting the best course of action among several
alternatives to achieve a desired outcome or solve a problem. It involves assessing available
options, evaluating their potential consequences, considering relevant factors such as risks,
benefits, constraints, and preferences, and then making a choice.

2. What do you mean by Programmed versus non programmed decision? Under what conditions
managers usually make decisions?
Ans:
Programmed and non-programmed decisions are concepts often used in the field of
management and decision-making to categorize different types of decisions based on their
nature, structure, and frequency. Here's a breakdown of each:

1. Programmed Decisions:
- Programmed decisions are routine, repetitive, and well-structured decisions that can be made
using established procedures, rules, or guidelines.
- These decisions are typically made in response to recurring situations or problems that have
clear and predetermined solutions.
- Programmed decisions are common in organizations for handling day-to-day operations,
such as inventory management, routine employee scheduling, and billing processes.
- They are based on established routines, standard operating procedures, or automated
systems, allowing for consistency and efficiency in decision making.

2. Non-programmed Decisions:
- Non-programmed decisions are unique, novel, and unstructured decisions that arise in
response to unfamiliar or exceptional situations.
 - These decisions involve uncertainty, ambiguity, and complexity, making it difficult to rely
on predetermined procedures or guidelines for resolution.
- Non-programmed decisions often require a high level of judgment, creativity, and analysis
because they involve exploring new alternatives and evaluating various courses of action.
- They are typically made in response to strategic issues, crises, or opportunities that have
significant implications for the organization's goals and objectives.
Non-programmed decisions are more common at higher levels of management, where managers
deal with strategic planning, major investments, crisis management, and other complex issues.

3. What do managers need to do to make effective decisions in today's fast moving world?
Ans:
In today's fast-moving world, managers need to adapt their decision-making processes to keep
pace with rapid changes and uncertainties. Here are some key strategies that managers can
employ to make effective decisions:

1. **Stay Informed**: Managers should stay abreast of current trends, developments, and
changes in their industry and market. This includes keeping up with technological
advancements, competitor activities, regulatory changes, and emerging opportunities.

2. **Gather Relevant Data**: Decision-making should be data-driven whenever possible.

Managers need to collect, analyze, and interpret relevant data to inform their decisions. This
may involve leveraging analytics tools, conducting market research, and gathering input from
various sources.

3. **Be Agile**: In a fast-paced environment, managers must be agile and adaptable in their
decision-making approach. This may require the ability to quickly assess situations, identify
alternatives, and make adjustments as needed.

4. **Encourage Collaboration**: Collaboration and input from diverse perspectives can lead to
more robust decision-making outcomes. Managers should foster a culture of collaboration
where team members feel empowered to share ideas, challenge assumptions, and contribute to
the decision-making process.

5. **Assess Risks and Uncertainties**: In a rapidly changing environment, decision-making

involves inherent risks and uncertainties. Managers need to assess potential risks, weigh the
likelihood and impact of various outcomes, and develop contingency plans to mitigate risks.

6. **Embrace Technology**: Technology can enhance decision-making by providing access to

real-time information, predictive analytics, and decision support tools. Managers should
leverage technology to streamline processes, improve data analysis, and gain insights into
market dynamics.

7. **Focus on Priorities**: With limited time and resources, managers need to prioritize their
decisions and allocate resources effectively. This may involve focusing on high-impact
initiatives, strategic goals, and areas of competitive advantage.

8. **Develop Decision-Making Skills**: Decision-making is a skill that can be developed and

honed over time. Managers should invest in developing their decision-making skills through
training, mentoring, and continuous learning.
 9. **Seek Feedback and Learn from Mistakes**: Effective decision-making involves a
willingness to seek feedback, learn from mistakes, and continuously improve. Managers should
encourage open communication, solicit feedback from stakeholders, and reflect on past
decisions to identify areas for improvement.

By employing these strategies, managers can enhance their ability to make effective decisions
in today's fast-moving world, navigate uncertainties, and drive organizational success.

4. Why is decision making often described as the essence of a manager's job?

Ans: Decision making is often described as the essence of a manager's job because it lies at the
heart of managerial responsibilities and is integral to achieving organizational goals and
objectives. Managers are tasked with navigating through various challenges, uncertainties, and
opportunities in dynamic environments, and their ability to make effective decisions directly
influences the success and performance of their teams and organizations. Whether it involves
setting strategic direction, allocating resources, resolving conflicts, or adapting to changing
circumstances, managers are constantly called upon to make decisions that shape the course of
their organizations. Moreover, the quality of decisions made by managers impacts not only the
immediate outcomes but also the long-term sustainability and competitiveness of the
organization. Given the complexity and diversity of issues that managers encounter, decision
making demands a combination of analytical skills, critical thinking, judgment, and emotional
intelligence. Ultimately, by mastering the art of decision making, managers can steer their
organizations towards success, foster innovation, and effectively manage risks in today's
dynamic business landscape.
5. Could there be any advantages to having biases in decision making?
Ans:
Biases in decision-making can sometimes offer certain advantages, although these
advantagesare often context-dependent and limited. Here are a few ways biases might be
advantageous:

1. **Efficiency**: Biases can help in making quick decisions without exhaustive analysis. In
situations where time is limited or the cost of gathering information is high, biases can provide
shortcuts that allow decisions to be made more rapidly.

2. **Heuristic Value**: Biases often stem from mental shortcuts or heuristics that have evolved
to help us navigate complex environments. In many cases, these heuristics serve us well by
allowing us to make reasonably good decisions with limited information.

3. **Creativity and Innovation**: Biases can also fuel creativity and innovation by encouraging
unconventional thinking and pushing individuals to explore new ideas or approaches that they
might not have considered otherwise.

4. **Social Cohesion**: Biases can sometimes strengthen social bonds and group cohesion by
fostering a sense of belonging and shared identity within a particular group or community.

5. **Risk Management**: Certain biases may help individuals avoid excessive risk-taking by
encouraging caution and conservative decision-making in uncertain situations.
 However, it's important to note that while biases may offer some advantages in specific
circumstances, they can also lead to errors, distortions, and unfairness in decision-making.
5. "As managers use computers and software tools more often, they'll be able to
make more rational decisions." Do you agree or disagree with this statement? Why?
6. Is there any difference between wrong decisions & bad decisions? Why do good managers
sometimes take wrong decisions?
Ans: Yes, there is a distinction between wrong decisions and bad decisions, although the terms
are often used interchangeably. Here's how they differ:

1. **Wrong Decisions**: Wrong decisions refer to choices or actions that are factually
incorrect or inaccurate based on objective criteria or outcomes. These decisions can be
objectively evaluated against a standard or set of criteria, and they may lead to undesirable
consequences or outcomes. Wrong decisions often stem from errors in judgment, flawed
reasoning, or incorrect information.

2. **Bad Decisions**: Bad decisions, on the other hand, may not necessarily be factually
incorrect, but they lead to negative consequences or outcomes. Unlike wrong decisions, which
are evaluated based on objective criteria, the assessment of a decision as "bad" is often
subjective and context-dependent. A decision may be considered bad if it results in harm, loss,
inefficiency, or fails to achieve desired goals, even if it was made based on accurate information
and sound reasoning.

7. How can managers blend the guidelines for making effective decisions in today's world with the
rationality and bounded rationality models of decision making, or can they? Explain.
8. All of us bring biases to the decisions we make. What would be the drawbacks of having
biases? Could there be any advantages to having biases? Explain. What are the implications for
managerial decision making?
9. Explain in brief, the steps to be followed in a rational decision making process.
10. Explain the errors and biasness that may affect the decisions of a decision maker.
11. Compare and contrast the four ways managers make decisions.
12. How might an organization’s culture influence the way managers make decisions?
13. Explain the two types of problems and decisions. Contrast the three decision-making
conditions.
14. Would you call yourself a linear or nonlinear thinker? What are the decision-making
implications of these labels? What are the implications for choosing where you want to work?

Chapter-3: Planning(f)
1. Explain what studies have shown about the relationship between planning and
performance
Ans: Planning and execution are inextricably intertwined if you want to achieve successful outcomes.
Performance is mostly about accomplishing your goals, whereas planning, to use an analogy, is the act
of locating and filling up ditches in your endeavor to achieve goals. Connecting the dots with a clear
alignment between what you do and your goals is what planning is all about. Without a solid strategy,
you will spend numerous hours analyzing and rewriting your work, which will negatively impact your
performance. Clear goals are the foundation for performance, and it is your job to establish your goals
and objectives. Thus, having a successful strategy is always crucial for success. Planning is a
challenging task. Because of this, gathering a lot of data and having the ability to predict the future in
conformity with governmental regulations requires special talents. Bad scheduling will arise from poor
planning. That will further have a negative impact on the performance as a whole. Along with the
physical aspect of the labor, we must also keep an eye on the financial situation and punctuality. As a
result, if planning has taken care of these monitoring components, performance becomes simpler and
more realistic. As a result, the interaction is straightforward and direct. Performance would improve
with greater planning. Contrarily, things will turn out differently

2. Discuss the contingency factors that affect planning

Ans: Three contingency factors affect the choice of plans: organizational level, degree of
environmental uncertainty, and length of future commitments.
-The second contingency factor is environmental uncertainty. When uncertainty is high, plans should
be specific, but flexible. Managers must be prepared to change or amend plans as they’re implemented.
At times, they may even have to abandon the plans
-The last contingency factor also is related to the time frame of plans. The commitment concept says
that plans should extend far enough to meet those commitments made when the plans were developed.
Planning for too long or too short a time period is inefficient and ineffective

3. Describe how managers can effectively plan in today’s dynamic environment

Ans: In an uncertain environment, managers should develop plans that are specific, but flexible.
Although this may seem contradictory, it’s not. To be useful, plans need some specificity, but the plans
should not be set in stone. Managers should be ready to change directions if environmental conditions
warrant. This flexibility is particularly important as plans are implemented. Managers need to stay alert
to environmental changes that may impact implementation and respond as needed.Finally, make the
organizational hierarchy flatter to effectively plan in dynamic environments. This means allowing
lower organizational levels to set goals and develop plans because there’s little time for goals and plans
to flow down from the top. Managers should teach their employees how to set goals and to plan and
then trust them to do it

4. Will planning become more or less important to managers in the future? Why?
Ans: I believe that planning will always be important to a manager. If the importance were to become
more or less important, I would say that it is going to become more important. Planning is when an
organization defines their goals, establishes strategies for achieving those goals, and developing plans
to integrate and coordinate work activities (Robbins & Coulter, 2014) Planning is always needed
because of the way things are constantly changing. An organization isn’t necessarily always changing,
but the world is and then can affect an organization, so a company better be prepared. In the textbook,
it says that managers should plan to provide direction, reduce uncertainty, minimizes waste and
redundancy, and establishes the goals or standards used in controlling. This is extremely important in
the planning process because it can help an organization in being successful.
5. If planning is so crucial, why do some managers choose not to do it?
Ans:
There are several reasons why some managers may choose not to engage in extensive planning:

1. Time Constraints: Managers may feel pressured by time constraints and opt for more
immediate actions rather than investing time in planning.
 2. Preference for Action: Some managers have a bias towards action and believe that
taking swift action is more important than spending time on planning.

3. Fear of Rigidity: Planning can sometimes be perceived as rigid and inflexible,

especially in dynamic and uncertain environments and managers may fear that.
4. Past Experience: Negative past experiences with planning processes, such as plans
becoming obsolete or irrelevant due to unforeseen circumstances, may lead some managers
to question the value of planning altogether.

5. Resource Constraints: Limited resources, including time, personnel, and budget, may
hinder managers' ability to engage in comprehensive planning efforts.

Additional Q: How Can Managers Use Environmental Scanning?

Ans: One of the fastest-growing forms of environmental scanning is competitor intelligence, which is
gathering information about competitors that allows managers to anticipate competitors’ actions rather
than merely react to them. However, specific information on an industry and associated organizations is
increasingly available through electronic databases. Managers can literally tap into this wealth of
competitive information by purchasing access to databases. Attending trade shows and debriefing your
own sales staff also can be good sources of information on competitors
6. Explain how planning involves making decisions today that will have an impact later
Ans: Planning involves making decisions today that will have an impact later by considering future
consequences and outcomes. When making a plan, individuals or organizations anticipate potential future
events and make decisions accordingly to achieve specific goals or outcomes. This involves considering the
long-term effects of current actions, identifying potential obstacles, and creating strategies to mitigate risks.
In essence, planning involves making intentional choices today that will shape the future in a desired way.

8. What does it take to be a good planner?

Ans: A good planner is a person who sees the bigger picture, and with that, has the ability to be
positive and work well with others. They are able to handle working on different projects and
don't get discouraged easily. They also need to be able to handle feedback well in order to
come up with ideas for their creativity.

9. classification of planning/ Classify the types of goals organizations might have and the plans
they use
Ans:. Goals are desired outcomes. Plans are documents that outline how goals are going to be met.
Goals might be strategic or financial and they might be stated or real. Strategic plans apply to the entire
organization while operational plans encompass a particular functional area. Long-term plans are those
with a time frame beyond three years. Short-term plans cover one year or less. Specific plans are
clearly defined and leave no room for interpretation. Directional plans are flexible and set out general
guidelines. A single-use plan is a one-time plan designed to meet the needs of a unique situation.
Standing plans are ongoing plans that provide guidance for activities performed repeatedly

11. explain MBO. What are the steps of MBO?★

Ans: Management by objectives (MBO) is a strategic management model that aims to improve the
performance of an organization by clearly defining objectives that are agreed to by both management
and employees. According to the theory, having a say in goal setting and action plans encourages
participation and commitment among employees, as well as aligning objectives across the organization.

>Here are the steps typically involved in the MBO process:

1. **Establish Organizational Goals**: The first step in MBO is for top management to establish the
overall goals and objectives for the organization. These goals should be specific, measurable,
achievable, relevant, and time-bound (SMART).

2. **Cascade Objectives Downward**: Once the organizational goals are set, they are communicated
to lower levels of the organization. Each level then sets its own objectives that align with and
contribute to the achievement of the overall organizational goals.

3. **Setting Individual Objectives**: Managers meet with their employees to set individual objectives
that are aligned with the departmental and organizational goals. These objectives should be specific,
measurable, achievable, relevant, and time-bound.

5. **Clarifying Expectations**: During this step, managers and employees discuss and clarify
expectations regarding the objectives, including the resources available, deadlines, and any other
relevant details.

6. **Monitoring Progress**: Throughout the performance period, managers monitor the progress of
their employees toward achieving their objectives. Regular meetings and check-ins may be scheduled
to discuss progress, identify any obstacles, and make adjustments as needed.

7. **Performance Review and Feedback**: At the end of the performance period, managers conduct
formal performance reviews with their employees to evaluate their performance against the objectives
that were set. Feedback is provided on what was accomplished and areas for improvement.

8. **Reward and Recognition**: Employees who have successfully achieved their objectives may be
rewarded and recognized for their performance. Rewards can take various forms, such as bonuses,
promotions, or other forms of recognition.

12. Discuss contemporary issues in planning

Ans: One contemporary planning issue is planning in dynamic environments, which usually means
developing plans that are specific but flexible Also, it’s important to continue planning even when the
environment is highly uncertain. Finally, because there’s little time in a dynamic environment for goals
and plans to flow down from the top, lower organizational levels should be allowed to set goals and
develop plans. Another contemporary planning issue involves using environmental scanning to help do
a better analysis of the external environment. One form of environmental scanning, competitive
intelligence, can be especially helpful in finding out what competitors are doing

13. Why Do Managers Plan/ importance of planning?

Ans: planning provides direction to managers and non-managers alike. When employees know what
their organization or work unit is trying to accomplish and what they must contribute to reach goals,
they can coordinate their activities, cooperate with each other, and do what it takes to accomplish those
goals. Without planning, departments and individuals might work at cross-purposes and prevent the
organization from efficiently achieving its goals. In addition, planning minimizes waste and
redundancy. When work activities are coordinated around plans, inefficiencies become obvious and can
be corrected or eliminated.

Chapter-5: leading()
1. Define leader and leadership and explain why managers should be leaders.
Ans: A leader is someone who can influence others and who has managerial authority.
Leadership is a process of leading a group and influencing that group to achieve its goals.
Managers should be leaders because leading is one of the four management functions.
.

2. What does each of the four behavioral leadership theories say about leadership?
Ans:
3. Explain the path-goal theory of leadership.
Ans: path-goal theory, which states that the leader’s job is to assist followers in attaining their
goals and to provide direction or support needed to ensure that their goals are compatible with
the goals of the group or organization. The term path-goal is derived from the belief that
effective leaders remove the roadblocks and pitfalls so that followers have a clearer path to help
them get the achievement of their work goals. Path-goal theory proposes two situational or
contingency variables that moderate the leadership behavior–outcome relationship: those in the
environment that control the follower (factors including task structure, formal authority system,
and the work group) and those that are part of the personal characteristics of the
follower(including locus of control, experience, and perceived ability).The theory proposes that
a leader’s behavior won’t be effective if it’s redundant with what the environmental structure is
providing or is incongruent with follower characteristics.
4. Explain about various kind of leader.
Ans:
1. Transactional Leadership:
- Transactional leaders focus on the exchange between leaders and followers. They use
a system of rewards and punishments to motivate their team members. This approach
emphasizes clear expectations, monitoring performance, and providing feedback.

2. Transformational Leadership:
- Transformational leaders inspire and motivate their followers by creating a
compelling vision of the future. They encourage creativity, innovation, and personal
growth. Transformational leaders often build strong relationships and foster a sense of
collective identity and purpose.

3. Charismatic Leadership:
- Charismatic leaders rely on their personal charm, confidence, and persuasive abilities
to influence others. They often have a strong vision and can inspire followers through
their enthusiasm and energy. Charismatic leadership is closely related to
transformational leadership.
 5. Laissez-Faire Leadership:
- Laissez-faire leaders adopt a hands-off approach, allowing team members a high
degree of autonomy and decision-making freedom. This style works well when team
members are highly skilled and self-motivated. However, it may lead to issues in
situations where guidance and structure are needed.

6. Autocratic Leadership:
- Autocratic leaders make decisions unilaterally without seeking input from their team
members. This style can be effective in situations where quick and decisive actions are
required. However, it may lead to reduced morale and motivation among team members
if overused.

7. Democratic Leadership:
- Democratic leaders involve team members in the decision-making process. They
seek input, listen to diverse opinions, and encourage collaboration. This style promotes a
sense of ownership and commitment among team members but may be time-consuming
in certain situations.

8. Situational Leadership:
- Situational leaders adapt their leadership style based on the specific needs of a given
situation. This approach involves assessing the readiness and capabilities of followers
and adjusting leadership behaviors accordingly. Situational leadership emphasizes
flexibility and responsiveness.

10. Cross-Cultural Leadership: Cross-cultural leaders understand and navigate diverse

cultural contexts effectively. They are skilled in managing multicultural teams and
adapting their leadership style to accommodate different cultural norms and expectations
5. How can you substitute the needs for leadership within your organization.
Ans: By follower characteristics such as experience, training, professional orientation or
need for independence can neutralize the effect of leadership. These characteristics can
replace the employee’s need for a leader’s support or ability to create structure and
reduce task ambiguity. Similarly, jobs that are inherently unambiguous and routine or
that are intrinsically satisfying may place fewer demands on leaders. Finally, such
organizational characteristics as explicit formalized goals, rigid rules and procedures, or
cohesive workgroups can substitute for formal leadership.

6. “All leader are manager, all manager are not leader” explain.
Ans: The statement "All leaders are managers, but not all managers are leaders"
encapsulates the nuanced relationship between leadership and management. It asserts
that leaders inherently encompass managerial functions, as they engage in decision-
making, planning, organizing, and directing resources toward common goals.
Leadership entails inspiring, motivating, and guiding individuals or groups,
necessitating managerial skills to navigate teams or organizations effectively.
 Conversely, not all managers exhibit genuine leadership qualities despite their formal
authority and administrative responsibilities. Managers focus on tasks, resource
allocation, and goal attainment. Thus, while leadership and management intertwine,
effective leadership extends beyond formal titles, emphasizing inspiration, innovation,
trust-building, and driving positive change alongside managerial efficiency.
7. Explain Fiedler’s contingency model of leadership.
Ans: Fiedler contingency model is a leadership theory, developed by Fred E. Fiedler,
proposing that effective group performance depends upon the proper match between a leader’s
style and the degree to which the situation allows the leader to control and influence.

Key components of Fiedler's Contingency Model:

1. Leader's Style:
- Fiedler identified two primary leadership styles:
- Task-Oriented Leaders: These leaders are focused on achieving specific goals and
objectives. They are more concerned with the task at hand than with interpersonal relationships.
- Relationship-Oriented Leaders: These leaders prioritize building positive relationships
with their team members. They are concerned with maintaining good interpersonal relations
within the group.

2. Situational Favorability (or LPC - Least Preferred Coworker):

- Fiedler proposed that the effectiveness of a leader depends on how well the leader's style
matches the situation. He introduced the Least Preferred Coworker (LPC) scale to measure a
leader's predominant style. High LPC leaders are relationship-oriented, while low LPC leaders
are task-oriented.
- The situational favorability is determined by three factors:
- Leader-Member Relations: The quality of the relationship between the leader and the
team members.
- Task Structure: The clarity and structure of the tasks to be performed.
- Position Power: The formal authority and power associated with the leader's position.

3. Three Leadership Situations:

- Fiedler identified three types of leadership situations based on the combination of leader-
member relations, task structure, and position power:
- Favorable Situation: Good leader-member relations, highly structured tasks, and strong
position power.
- Unfavorable Situation: Poor leader-member relations, unstructured tasks, and weak
position power.
- Moderate Situation: Situations falling between favorable and unfavorable, with a mix of
moderate leader-member relations, task structure, and position power.

4. Matching Leadership Style to Situation:

- Fiedler argued that task-oriented leaders perform best in extreme situations (very favorable
or very unfavorable), while relationship-oriented leaders are most effective in moderate
situations.
- The model suggests that effective leadership is achieved by either changing the leader's style
to fit the situation or by changing the situation to fit the leader's style.
 8. Explain trait theory. According to this theory what are the traits associated with
leadership?
>Trait theory of leadership posits that certain inherent characteristics or traits make individuals
more likely to be effective leaders. The theory assumes that leaders are born with specific
qualities that set them apart from non-leaders.
>1. Drive. Leaders exhibit a high effort level. They have a relatively high desire for
achievement, they are ambitious, they have a lot of energy, they are tirelessly persistent in their
activities, and they show initiative.
2. Desire to lead. Leaders have a strong desire to influence and lead others. They demonstrate
the willingness to take responsibility.
3. Honesty and integrity. Leaders build trusting relationships with followers by being truthful or
non-deceitful and by showing high consistency between word and deed.
4. Self-confidence. Followers look to leaders for an absence of self-doubt. Leaders, therefore,
need to show self-confidence in order to convince followers of the rightness of their goals and
decisions.
5. Intelligence. Leaders need to be intelligent enough to gather, synthesize, and interpret large
amounts of information, and they need to be able to create visions, solve problems, and make
correct decisions.
6. Job-relevant knowledge. Effective leaders have a high degree of knowledge about the
company, industry, and technical matters. In-depth knowledge allows leaders to make well-
informed decisions and to understand the implications of those decisions.
7. Extra-version. Leaders are energetic, lively people. They are sociable, assertive, and rarely
silent or withdrawn.

9. How do situational leadership theory and path-goal theory each explain

leadership?
Ans:
Key Differences Between Path Goal Theory and Situational Leadership Theory
1.Focus of the theories: Path Goal Theory is more focused on the leader’s role in clarifying the path to
the desired goals and motivating the team members, while Situational Leadership Theory stresses on
the adaptability of leadership styles according to the situation and the readiness of the followers.
2.Flexibility of leadership styles: In the Path Goal Theory, leadership style remains consistent while
the leader’s behavior can change based on the employees’ needs. However, in the Situational
Leadership Theory, the leadership style itself changes according to the situation.
3.Task and relationship behaviors: Situational Leadership Theory distinctly outlines task behavior
and relationship behavior, whereas the Path Goal Theory doesn’t explicitly distinguish these behaviors.
4.Employee maturity: The Situational Leadership Theory places a high emphasis on the maturity and
competence of the followers in determining the appropriate leadership style. The Path Goal Theory
doesn’t stress this aspect.
5.Leader’s role: Path Goal Theory sees the leader as an aide to the followers to achieve their goals,
whereas the Situational Leadership Theory views the leader as one who adapts to the requirements of
the situation and the maturity of the followers.
6.Employee motivation: In Path Goal Theory, motivation is a key aspect as it states that the leader’s
role is to motivate employees. While motivation is also essential in Situational Leadership Theory, it is
not as explicitly stated as in Path Goal Theory.
Key Similarities Between Path Goal Theory and Situational Leadership Theory
1.Consideration of the follower’s needs: Both theories consider the needs, abilities, and motivation of
followers.
2.Focus on leadership effectiveness: Both theories place a significant emphasis on the effectiveness of
leadership and its impact on the team’s performance.
3.Importance of the leader’s behavior: Both theories emphasize the role of the leader’s behavior in
influencing the team members.
4.Situational factors: Both theories recognize the importance of situational factors and agree that
leadership should be adaptable based on different situations.
5.End goal: Both theories aim to enhance follower satisfaction and performance.
6.Direction and support: Both theories emphasize that effective leaders provide direction and support
to their followers.

10. What is leader–member exchange theory and what does it say about leadership?
Ans:
>leader–member exchange theory (LMX) is the leadership theory that says leaders create
in-groups and out-groups and those in the ingroup will have higher performance ratings, less
turnover, and greater job satisfaction.
> LMX theory suggests that early on in the relationship between a leader and a given follower,
a leader will implicitly categorize a follower as an “in” or as an “out.” That relationship tends to
remain fairly stable over time. Leaders also encourage LMX by rewarding those employees
with whom they want a closer linkage and punishing those with whom they do not.22 For the
LMX relationship to remain intact, however, both the leader and the follower must “invest” in
the relationship.It’s not exactly clear how a leader chooses who falls into each category, but
evidence shows that in-group members have demographic, attitude, personality, and even
gender similarities with the leader or they have a higher level of competence than out-group
members.23 The leader does the choosing, but the follower’s characteristics drive the decision.
Research on LMX has been generally supportive. It appears that leaders do differentiate among
followers that these disparities are not random; and followers with in-group status will have
higher performance ratings, engage in more helping or “citizenship” behaviors at work and
report greater satisfaction with their boss.24 This probably shouldn’t be surprising since leaders
invest their time and otherresources in those whom they expect to perform best
11. Differentiate between transactional and transformational leaders and between
charismatic and visionary leaders.
Ans:
key differences between charismatic leadership and visionary leadership
1. Charismatic leaders tend to be more impulsive and reactive, while visionary leaders
are more strategic and proactive.
2. Charismatic leaders often rely heavily on their personal charisma to get things done, while
visionary leaders focus more on inspiring others with their vision.
3. Charismatic leaders tend to be more concerned with the here and now, while visionary
leaders are more focused on the long-term.
12. What are the five sources of a leader’s power?
Ans:
French and Raven's Five Bases of Power is a widely recognized framework that
categorizes the sources of a leader's power. These five sources of power are:

1. Legitimate Power:
- This power is derived from a leader's formal position or authority within an
organization. It is the power granted by the organization's rules and is accepted by
subordinates as appropriate. For example, a CEO or a team leader has legitimate power
by virtue of their position.

2. Coercive Power:
- Coercive power is based on the ability of a leader to punish or control others. It
involves the use of threats, punishment, or other negative consequences to influence
behavior.
3. Reward Power:
- Reward power is the ability to provide rewards or incentives to influence others. This
can include promotions, raises, bonuses, recognition, or other positive outcomes.
4. Referent Power:
- Referent power is based on the personal characteristics and charisma of the leader.
Followers are influenced by the leader because they admire, respect, and want to be like
the leader. It is often associated with a strong personal connection and a sense of
identification with the leader.
5. Expert Power:
- Expert power comes from the knowledge, skills, and expertise possessed by a leader.
When a leader is perceived as having valuable and relevant expertise, followers are more
likely to trust and respect their decisions.

13. What issues do today’s leader’s/leadership face?

Ans:
Managing Power: Leadership often involves a delicate balance of power. Leaders must wield
authority responsibly, avoiding autocratic tendencies that can stifle creativity and innovation.
The challenge lies in using power to inspire and guide rather than dominate. Striking this
balance requires self-awareness, humility, and a keen understanding of the impact of one's
decisions on the team and organization.
Developing Trust: Trust is the foundation of any successful leadership. Building and
maintaining trust among team members and stakeholders is an ongoing challenge. Leaders need
to demonstrate consistency, transparency, and integrity in their actions and decisions. They
must actively engage with their team, listen to concerns, and establish a supportive environment
where trust can thrive.
Empowering Employees: Empowering employees involves providing them with the autonomy
and resources needed to excel in their roles. Leaders must overcome the temptation to
micromanage and instead foster a culture of accountability and independence. This requires
effective delegation, clear communication of expectations, and providing the necessary support
for employees to take ownership of their work.
Leading Across Cultures: In today's globalized world, leaders often find themselves managing
teams with diverse cultural backgrounds. This necessitates a nuanced approach to leadership
that embraces cultural differences. Leaders need to develop cultural intelligence, understanding
and respecting various perspectives, communication styles, and work habits. Bridging cultural
gaps fosters collaboration and enhances team effectiveness.
Becoming an Effective Leader: Leadership effectiveness is a continuous journey. Leaders
must adapt to changing circumstances, learn from experiences, and actively seek opportunities
for personal and professional growth. Developing leadership skills involves self-reflection,
seeking feedback, and being open to evolving strategies. A successful leader remains agile,
innovative, and committed to enhancing their capabilities.

14. Do you think that most managers in real life use a contingency approach to
increase their leadership effectiveness? Explain.
Ans: In real-life scenarios, many managers do indeed adopt a contingency approach to
enhance their leadership effectiveness. The contingency approach to leadership
emphasizes that there is no one-size-fits-all solution to leadership challenges; instead,
effective leadership depends on various situational factors.

Here are several reasons why managers often employ a contingency approach:

1. Adaptation to Situational Demands: Managers recognize that different situations call

for different leadership styles and strategies. They understand that what works in one
situation may not be effective in another. For example, a crisis situation may require a
more directive and authoritative approach, while fostering innovation and creativity
might demand a more participative and empowering leadership style.

2. Flexibility in Leadership Styles: Contingency-minded managers are flexible in their

leadership styles. They assess the needs of the situation, the capabilities of their team
members, and the demands of the task at hand before deciding on the most appropriate
approach. This flexibility allows managers to adjust their leadership behaviors to
achieve optimal results in diverse situations.

3. Consideration of Environmental Factors: The contingency approach acknowledges

the influence of external environmental factors on leadership effectiveness. Managers
take into account factors such as organizational culture, industry trends, market
conditions, and the competitive landscape when making leadership decisions. They
recognize that these external factors can significantly impact the success of their
leadership initiatives.

4. Focus on Problem-Solving and Decision-Making: Contingency-minded managers

prioritize problem-solving and decision-making skills. They understand that effective
leadership often involves analyzing complex situations, evaluating various alternatives,
and making informed decisions based on the specific circumstances at hand. This
problem-solving orientation allows managers to navigate uncertainties and adapt to
changing conditions effectively.
 5. Empowerment of Employees: Contingency-minded managers empower their
employees to take ownership of their work and make decisions autonomously when
appropriate. They recognize that employees who are empowered and entrusted with
responsibilities are more motivated, engaged, and productive. By delegating authority
and promoting employee involvement, managers can leverage the expertise and
creativity of their teams to achieve organizational goals.
15. Discuss LPC theory to understand the influence of leadership behavior on
leadership effectiveness..
Ans:
Chapter-6: Motivation(final)
1. What is motivation? Explain the three key elements of motivation
ans:
 Motivation is the process by which a person’s efforts are energized, directed, and sustained
toward attaining a goal. This definition has three key elements: energy, direction, and
persistence.
 The energy element is a measure of intensity, drive, and vigor. A motivated person puts forth
effort and works hard. However, the quality of the effort must be considered as well as its
intensity. High levels of effort don’t necessarily lead to favorable job performance unless the
effort is channeled in a direction that benefits the organization. Effort that’s directed toward,
and consistent with, organizational goals is the kind of effort we want from employees. Finally,
motivation includes a persistence dimension. We want employees to persist in putting forth
effort to achieve those goals.

2. Describe each of the four early theories of motivation

Ans:
1. Hierarchy of Needs (Abraham Maslow):Maslow's Hierarchy of Needs is a fundamental
theory that arranges human needs in a pyramid, starting with basic physiological needs like
food, water, and shelter, and progressing to higher-level needs such as safety, love and
belonging, esteem, and self-actualization.
2. Two-Factor Theory (Frederick Herzberg): Herzberg's theory differentiates between
factors that lead to satisfaction (motivators) and factors that prevent dissatisfaction (hygiene
factors) in the workplace. Motivators, such as challenging work or recognition, drive
satisfaction, while hygiene factors, like salary or work conditions, prevent dissatisfaction.
3. ERG--ERG theory consists of threegroups of core needs: existence, relatedness, and growth.
ERG theory shows that a person works on fulfilling these needs simultaneously or separately
depending on the difference of goals, status, and the environment.
4. Theory X -Y: Theory X is an authoritarian style of management that assumes employees
want to be told what to do rather than take responsibility and make decision. Theory X
managers believe their employees lack creativity,dislike

responsibility, self-centered. and only work for a paycheck. Theory Y is a participative

management style where managers believe employees want to work and make decisions with
less supervision. Theory Y managers believe employees enjoy work and want to see the
organization succeed

3. How do goal-setting, reinforcement, and equity theories explain employee

 motivation?
Ans:
Goal-Setting Theory:
Goal-setting theory posits that specific and challenging goals lead to higher levels of
motivation and performance. When employees are given clear and challenging
objectives, they are more likely to be motivated to achieve them. The theory emphasizes
the importance of setting SMART goals (Specific, Measurable, Achievable, Relevant,
Time-bound) and suggests that individuals are motivated by a sense of purpose and
direction. Goals provide employees with a framework for action, enhance focus upon
their achievement.

Reinforcement Theory:
Reinforcement theory, rooted in behaviorism, focuses on the relationship between
behavior and its consequences. It suggests that behavior followed by positive
reinforcement is more likely to be repeated, while behavior followed by punishment or
lack of reinforcement is less likely to be repeated. In the workplace, positive
reinforcement can take the form of rewards, recognition, or positive feedback for
desirable behaviors and achievements. Conversely, addressing undesirable behaviors
through appropriate consequences helps shape employee behavior. Reinforcement
theory highlights the importance of creating a work environment where positive
behaviors are acknowledged and rewarded, contributing to increased motivation and job
satisfaction

Equity Theory:
Equity theory is based on the concept of fairness and suggests that employees are
motivated when they perceive that their inputs (such as effort and skills) and outcomes
(such as salary and recognition) are fairly balanced compared to their colleagues. When
individuals perceive inequity—either over-reward or under-reward—they may
experience feelings of distress and reduced motivation. Equity theory underscores the
significance of fair and transparent reward systems, as well as open communication
about policies and procedures, to ensure that employees perceive their contributions as
appropriately rewarded, leading to sustained motivation and commitment

4. What are the different job design approaches to motivation?

Ans:
Job Enrichment:Job enrichment involves redesigning jobs to increase employees' intrinsic
motivation and satisfaction by adding more meaningful tasks and responsibilities. This
approach often includes task variety, autonomy, skill development, and opportunities for
personal growth
Job Rotation: Job rotation involves moving employees through different roles and functions
within the organization. This approach provides employees with a broader skill set, reduces
monotony, and increases motivation through exposure to diverse tasks and challenges
Job Enlargement: Job enlargement involves expanding the scope of a job by adding more
tasks at the same skill level. This approach aims to increase variety and decrease monotony,
potentially enhancing motivation by offering a more comprehensive range of activities
5. Explain the three key linkages in expectancy theory and their role in motivation
Ans: Expectancy theory identifies three key linkages in motivation:

1. Expectancy: This is the belief that effort leads to performance. High expectancy means
individuals expect their efforts to result in successful performance. Role in Motivation: If
individuals believe that putting in effort will result in successful performance, they are more
likely to be motivated to exert that effort. In other words, high expectancy means that
individuals expect their efforts to lead to the desired level of performance.

2. Instrumentality: It's the belief that successful performance leads to specific outcomes or
rewards Role in Motivation: Even if individuals believe that their effort will lead to successful
performance (high expectancy), they may not be motivated if they do not see a clear connection
between successful performance and desired outcomes. If there is a high instrumentality,
individuals believe that the desired outcomes are contingent upon their successful performance

3. Valence: This refers to the value an individual places on a particular outcome. Motivation is
high when the individual values the expected outcome Role in Motivation: The valence is
subjective and varies from person to person. It reflects the individual's personal preferences and
priorities regarding outcomes. Even if there is a high expectancy and instrumentality,
motivation will be high only if the individual values the expected outcome

6. What economic and cross-cultural challenges do managers face when motivating

employees?
Ans: Managers encounter a huge of economic and cross-cultural challenges when
seeking to motivate employees within a diverse workforce. Economic factors such as
financial constraints and budget limitations can impede the implementation of traditional
incentive programs, forcing managers to devise creative and cost-effective strategies to
boost employee morale. Additionally, variations in cultural norms and values pose
challenges in designing motivation. Because what motivates employees in one cultural
context may not necessarily apply in another. Language barriers, differing
communication styles, and varying expectations regarding work-life balance further
compound the cross-cultural complexities. Effective managers must navigate these
challenges by fostering an inclusive and culturally sensitive work environment.
7. What challenges do managers face in motivating today’s workforce?
Ans: Managers in today's dynamic work environment encounter various challenges
when it comes to motivating their workforce. One significant hurdle is the diversity of
employee preferences and expectations. The modern workforce comprises individuals
with diverse backgrounds, values, and priorities, making it challenging for managers to
find universal motivators that resonate with everyone. Additionally, the rise of remote
work introduces the obstacle of fostering team cohesion and a sense of belonging, as
employees may feel disconnected from their colleagues and the organizational culture.
Moreover, the rapid pace of technological advancements and changes in job structures
can create uncertainty and anxiety among employees, affecting their motivation levels.
Balancing the need for flexibility with the establishment of clear performance
expectations poses another challenge, as managers strive to accommodate individual
preferences while ensuring accountability. Finally, the ongoing pursuit of work-life
 balance and the emphasis on employee well-being add complexity to motivation
strategies, requiring managers to navigate the delicate balance between pushing for
productivity and safeguarding the health and happiness of their team members. In this
complex landscape, effective motivation demands a nuanced and adaptive approach
from managers who must continually reassess and tailor their strategies to meet the
evolving needs of the workforce

8. Describe open book management, employee recognition, and pay-for-performance

programs
Ans: Open Book Management
Open Book Management (OBM) is a management approach that involves sharing
financial and operational information with employees to promote transparency and
engagement. In an open book management system, companies open their financial
records, performance metrics, and other relevant data to employees, allowing them to
understand how their individual efforts contribute to the overall success of the
organization.

Employee Recognition:
Employee recognition is a practice that involves acknowledging and rewarding
employees for their contributions and achievements. Recognition can take various
forms, including verbal praise, awards, certificates, promotions, or other tangible
rewards. The purpose of employee recognition is to boost morale, enhance motivation,
and reinforce positive behaviors within the workforce.

Pay-for-Performance Programs:
Pay-for-performance programs, also known as merit-based or performance-based pay
systems, link an employee's compensation to their individual performance and
contributions to the organization. Instead of a standard salary increase, employees
receive raises, bonuses, or other financial incentives based on their achievement of
specific goals, targets, or performance metrics. Pay-for-performance programs are
designed to align employees' interests with organizational objectives,
9.explain “Job Characteristics” model to understand the way to motivate
employees through proper job design
Ans:
The Job Characteristics Model (JCM) is a framework developed by organizational
psychologists J. Richard Hackman and Greg R. Oldham. It identifies five core job dimensions.
These five core job dimensions are
Skill Variety: The extent to which a job requires an employee to use a variety of skills and
abilities. Jobs that involve a range of tasks and skills tend to be more motivating than those that
are monotonous
Task Identity: The degree to which a job involves completing a whole and identifiable piece of
work. Jobs with high task identity allow employees to see the outcomes of their efforts, making
the work more meaningful and satisfying
Task Significance: The impact that a job has on the lives or work of other people. Jobs that
have a significant impact on others are generally more meaningful and motivating
Autonomy: The degree to which a job provides employees with independence, freedom, and
 discretion in scheduling their work and in making decisions. Higher levels of autonomy can
lead to increased motivation and job satisfaction
Feedback: The extent to which employees receive direct and clear information about the
effectiveness of their performance. Regular and constructive feedback is crucial for employees
to understand how well they are doing and to make adjustments if needed

9. Explain how a manager can motivate his employees according to “ Equity Theory”
of motivation
Ans: To motivate employees according to Equity Theory, managers should prioritize
fairness in various aspects of the workplace. This involves ensuring equitable
compensation by regularly reviewing salaries and openly communicating the criteria for
rewards. Workloads should be distributed fairly among team members, and efforts
should be recognized and rewarded consistently. Clear and transparent communication
about decisions, promotions, and feedback is crucial to help employees understand the
rationale behind organizational choices. Providing equal access to development
opportunities and involving employees in decision-making processes also contributes to
a sense of fairness. . Overall, creating an environment where employees perceive
fairness in treatment relative to their peers is key to fostering motivation and satisfaction

10. What are the alternative work arrangement those can be followed by the modern
organization to ensure proper motivation of employees
Ans: Modern organizations are adopting various alternative work arrangements to
enhance employee motivation. Flexible work hours and remote work options provide
employees with greater control over their schedules, promoting work-life balance. Job
sharing allows individuals to split responsibilities and work hours, accommodating
diverse lifestyle needs. Part-time employment options cater to those seeking reduced
work hours, fostering a more inclusive workforce. Compressed workweeks and hybrid
work models offer flexibility in the physical and temporal aspects of work. Results-Only
Work Environments focus on outcomes rather than time spent in the office, empowering
employees to manage their own schedules. Other options include hot desking, flextime
arrangements, and wellness programs that prioritize employee well-being. Sabbaticals
and career breaks provide opportunities for personal development and rejuvenation. By
embracing these alternatives, organizations can create a more motivated, satisfied, and
diverse workforce, ultimately enhancing productivity and employee engagement

11. Describe 3-need theories

Ans: David McClelland and his associates proposed the three-needs theory, which says there
are three acquired (not innate) needs that are major motives in work 14 These three needs
include the need for achievement (nAch), which is the drive to succeed and excel in relation to a
set of standards; the need for power (nPow), which is the need to make others behave in a way
that they would not have behaved otherwise; and the need for affiliation (nAff), which is the
desire for friendly and close interpersonal relationships. Of these three needs, the need for
achievement has been researched the most
12. Explain what kind of motivation will be useful for managers in Bangladesh
Ans: In Bangladesh, managers may find it effective to leverage a combination of intrinsic and
extrinsic motivation strategies tailored to the cultural and economic context of the country.
 Given the collectivist nature of Bangladeshi culture, where strong interpersonal relationships
and group harmony are valued, fostering a sense of belonging and teamwork within the
workplace can be a powerful intrinsic motivator. Recognition and appreciation for individual
and team efforts, as well as providing opportunities for employees to contribute meaningfully to
decision-making processes, can enhance job satisfaction. Extrinsically, considering the
economic conditions prevalent in Bangladesh, financial incentives such as performance bonuses
or profit-sharing arrangements may serve as potent motivators. Overall, a holistic approach that
combines both intrinsic and extrinsic motivators, taking into account the unique cultural and
economic factors in Bangladesh, is likely to be most effective in enhancing employee
engagement and productivity.

CHAPTER-7:CONTROLLING
1. What are the three steps of controlling?✘
Ans: The three steps in the control process are measuring, comparing, and taking action.
Measuring involves deciding how to measure actual performance and what to measure.
Comparing involves looking at the variation between actual performance and the standard
(goal). Deviations outside an acceptable range of variation need attention. Taking action can
involve doing nothing, correcting the actual performance, or revising the standards. Doing
nothing is self-explanatory. Correcting the actual performance can involve different corrective
actions, which can either be immediate or basic. Standards can be revised by either raising or
lowering them
2. Discuss the various types of tools used to monitor and measure organizational
performance
Ans: Feedforward controls take place before a work activity is done. Concurrent controls take
place while a work activity is being done. Feedback controls take place after a work activity is
done. Financial controls that managers can use include financial ratios (liquidity, leverage,
activity, and profitability) and budgets. One information control managers can use is an MIS,
which provides managers with needed information on a regular basis. Others include
comprehensive and secure controls such as data encryption, system firewalls, data backups, and
so forth that protect the organization’s information. Balanced scorecards provide a way to
evaluate an organization’s performance in four different areas rather than just from the financial
perspective. Benchmarking provides control by finding the best practices among competitors or
noncompetitors and from inside the organization itself

3. Define financial control. How balance scorecard approach evaluates organization

performance
Ans:
 Financial control refers to the process of monitoring, managing, and regulating an
organization's financial resources to achieve its objectives efficiently and effectively. It includes
ratio analysis and budget analysis to ensure that financial activities align with the organization's
goals and that resources are used wisely.

 The Balanced Scorecard (BSC) is a way to evaluates organization performance in four key
perspectives. The Financial Perspective assesses metrics like revenue growth and profitability,
ensuring financial goals align with the overall strategy. The Customer Perspective focuses on
customer satisfaction and value, measuring metrics such as market share and retention. The
 Internal Business Processes Perspective evaluates efficiency and effectiveness, examining cycle
time and process costs. The Learning and Growth Perspective assesses the organization's ability
to innovate and adapt, considering employee training and satisfaction. By establishing
objectives and key performance indicators (KPIs) in each perspective, the BSC enables
organizations to measure, monitor, and adapt their strategies, ensuring a holistic approach to
decision-making.
4. What is controlling? Explain why it is important?
Ans:
 It’s the process of measuring, comparing, and correcting work performance of organisation to
ensure that events conform to plans.
 Planning can be done, an organizational structure created to facilitate efficient achievement of
goals, and employees motivated through effective leadership. But there’s no assurance that
activities are going as planned and that the goals employees and managers are working toward
are, in fact, being attained. Control is important, therefore, because it’s the only way that
managers know whether organizational goals are being met and if not, the reasons why. An
effective control system can provide information and feedback on employee performance and
minimize the chance of potential problems.
5. Define information control
Ans: Information control" typically refers to the processes, policies, and measures put in place
by organizations to manage and safeguard their information assets. This includes data,
documents, and other forms of information crucial for the organization's operations.
Information control aims to ensure the confidentiality, integrity, and availability of information,
preventing unauthorized access, loss, or damage. This can involve the implementation of
security measures, access controls, encryption, and regular audits to monitor and manage the
flow of information within an organization.
8.Discuss about different kind of control issues
Ans: pdf page 528, book page: 499
6. Describe how control related to planning
Ans: Control and planning are integral components of the management process, working in
tandem to guide an organization toward its objectives. Planning sets the stage by establishing
standards, goals, and objectives that serve as a blueprint for the organization's activities.Control,
on the other hand, comes into play as a continuous process of monitoring and evaluating actual
performance against the predetermined standards and objectives set during planning. The
comparison between planned and actual performance provides valuable insights, forming a
feedback loop that contributes to continuous improvement. Deviations from the plan are
identified through control mechanisms, prompting corrective actions to realign the organization
with its goals. This dynamic relationship ensures that the efforts of individuals and departments
align with the overall strategic plan, fostering adaptability in the face of changing
circumstances. Control, therefore, not only validates the effectiveness of planning but also
contributes to its ongoing refinement, creating a cyclical and synergistic relationship that
enhances organizational performance and agility
7. What is organization performance?
Ans: Organization performance refers to the overall effectiveness and efficiency with which an
organization achieves its goals and objectives. It encompasses a broad spectrum of factors,
including financial success, operational efficiency, customer satisfaction, employee
productivity, and the ability to adapt to changing environments. Financial performance assesses
aspects such as revenue growth, profitability, and return on investment, providing a quantitative
measure of the organization's economic health. Operational performance focuses on the
 efficiency and effectiveness of internal processes, ensuring that resources are utilized optimally.
Customer satisfaction measures the organization's ability to meet the needs and expectations of
its clientele, while employee productivity and satisfaction gauge the internal human capital's
contribution to overall performance
8. Contrast feedforward, concurrent, and feedback controls
Ans:
feedforward: The most desirable type of control—feedforward control—prevents problems
because it takes place before the actual activity. This could be use careful prehiring screening,
establish specific policies defining fraud and theft, involve employees in writing policies,
educate and train employees about policies etc.
Concurrent: Concurrent control, as its name implies, takes place while a work activity is in
progress. The best-known form of concurrent control is direct supervision. Another term for it is
management by walking around, which is when a manager is in the work area interacting
directly with employees. All managers can benefit from using concurrent control because they
can correct problems before they become too costly.
Feedback: The most popular type of control relies on feedback. In feedback control, the control
takes place after the activity is done. For instance, the Denver Mint discovered the flawed
Wisconsin quarters using feedback control. The damage had already occurred even though the
organization corrected the problem once it was discovered. And that’s the major problem with
this type of control. By the time a manager has the information, the problems have already
occurred, leading to waste or damage. However, in many work areas, financial being one
example, feedback is the only viable type of control.
9. Why is control important to customer interactions?
Ans: Control in customer interactions is essential for businesses to maintain consistency,
enforce quality standards, and build a positive brand image. It plays a crucial role in conflict
resolution, efficiency, personalization, and compliance with regulations. Control supports
employee training programs and facilitates the systematic gathering of customer feedback for
continuous improvement. Essentially, having control over customer interactions is foundational
for businesses aiming to navigate successfully and provide a superior customer experience.