Question 1:

Answer: Planning is a crucial management aspect that involves setting company goals,
allocating resources efficiently, and considering opportunities, threats, and constraints. It
serves as a roadmap for achieving objectives and outlining necessary resource assignments,
timetables, projects, and activities. This ensures that the company fulfills its goals and
maximizes resource utilization.

A goal is the ideal future state that defines an organization's purpose, while plans outline how
these ends will be achieved. Planning is the strategy used to execute the mission and realize
the vision while focusing on the future.

Planning involves six crucial questions: what needs to be planned, alternate routes, deadline,
location, method, responsibility, and the time, effort, and resources required to complete the
task, aiding in determining the necessary actions, timeframe, and materials.

Types of Planning :
There are various classifications for planning.
Depending on the level (business, corporate, and functional plans):
Society needs institutions like PWD's chairman for road construction and Sambhavi Bakers'
owner for high-quality baked goods to meet short-term, medium-term, and long-term needs.
The plan should support all conditions, considering market segments and product/service
specifics. Sambhavi bakers' construction time is typically 8-10 years, while roads may take 15-
20 years. The particulars of the market segment and the goods or services offered must be
considered to define the time frame precisely.

According to significance (operational and strategic plan):

Active strategies are short-term plans for daily activities like production and purchase. In
contrast, strategic plans are essential, forward-looking goals for manufacturing, distribution,
and market sustainability, ensuring an organization's vision is realized.

According to formal procedures (both standard and informal):

An everyday plan needs a document, whereas a traditional program is structured, documented,
and adheres to particular steps.
Depending on strategy (proactive versus reactive):
Plans that proactively anticipate an incident, whereas plans made reactively are created in
response to a competition or event. Proactive strategies provide direction and concentrate on
expansion, whereas reactive programs seek to reestablish equilibrium after it has been lost.
Reactive plans are meant to help you survive.

Plans for the long, medium, and short term:

To meet short-term, medium-term, and long-term needs, society requires institutions like the
chairman of PWD for road construction and the owner of Sambhavi Bakers for high-quality
baked goods. The plan should support all conditions, considering market segments and item or
service specifics. Construction of Sambhavi bakers usually takes 8–10 years, whereas roads
could take 15–20 years. To define the time frame precisely, consideration must be given to the
particulars of the marketplace segment and the products or services offered.

Question 2:

Answer: Although organizing usually refers to planning a party or gathering, managers also
use the term "organization" to refer to the organized structure of responsibilities and positions.
Examples of these entities include cultural organizations and companies like Vodafone.

Marketing, finance, mechanical, and human operations are just a few of the tasks organizations
plan and carry out to accomplish their goals. Coordinating authority-responsibility,
communicating amongst activities, and ensuring roles and jobs are easily accessible are all
necessary for optimizing results through organizing. For this reason, to get results, managers
must always manage.

Tasks are identified and categorized, then grouped for specific goals, managers are assigned to
each group, and coordination between hierarchies is facilitated. It entails creating a functional
role structure and finishing tasks to ensure adequate accountability and coordination.

The following justifies the importance of organization:

Makes roles – By arranging, companies can create functions that assign people to tasks with
distinct duties, creating a relationship between a study and the person performing it.
Allows specialization – By separating tasks into related units and departments, the
organization facilitates the classification of roles into cogent units and departments, enabling
occupation in various business activities and improving efficiency.
Makes authority clear – By defining sources, channels of communication, and reporting
lines, organizational structure clarifies manager roles. It also ensures smooth operations and
higher productivity by clearly outlining managers' roles and responsibilities.
Facilitates coordination – Role conflicts are avoided when people automatically coordinate
their activities and guarantee cooperation. It offers a way to, if needed, redefine roles and
relationships, which gets rid of conflicts like this.
Promotes efficient management – Organizing makes it easier to define job roles, which helps
a business run the entire system more effectively.
Encourages expansion and diversity– By establishing uniform, functional entities with
distinct boundaries and connections, the organization promotes the growth of companies. It
makes it easier for well-defined structures to be developed.
Provides the feeling of safety – By clearly defining their responsibilities and areas of control,
the system gives managers and staff a sense of security.
Describes delegation, decentralization, power, authority, and responsibility – By defining
authority and responsibility, organizing strengthens management and deters abuse and conflict.
Setting and achieving goals and managing rewards are made more accessible by the
accountability they instill in people. Ensuring efficient management, decentralization, and
delegation necessitates a well-defined organizational structure.
Allows for Change – Organizing makes change easier. It makes it possible to reorganize an
organization to use new technology better or modify existing procedures, increasing its efficacy
and efficiency.

Question 3:

Answer: Controlling: Controlling is the systematic process of monitoring and adjusting

performance to meet organizational objectives. It involves documenting experiences,
comparing performance to standards, and ensuring progress. Business managers should
continuously read to ensure their enterprise is on the right path.
Controlling and planning are interrelated management tasks that ensure an organization's
operations are smooth and aligned. They operate on a systems level, starting with planning and
ending with remedial action. Both are essential for smooth operations and support other
management functions, ensuring successful and efficient operations within an organization.

Prerequisites of Effective Control:

With controls, their plans would go smoothly; managers like having powers.
• Adapting controls to roles and plans – Controls are placed on particular groups or
activities; depending on the part, they may or may not be effective. For example, the vice
president of marketing and the vice president of operations might have different control
systems. For example, the Sambhavi outlet manager might be based on ROI, while the snack
counter manager might be based on revenue per customer.
• Customizing controls for each manager – Controls should be customized to the skills of
each manager because inadequate knowledge can result in problems with trust and improper
use.
• Making "points to the exceptions at critical points" in design – The Assistant Manager
ensures proper exception management in name writing in-home delivery, including
punctuality, precision, and double-checking phone numbers and spelling to prevent misplaced
names or incorrect addresses.
• Controls' objectivity – Accurate, unbiased, and up-to-date rules are essential for financial
indicators and machine-related systems but should be used cautiously with intangibles like
childcare managers.
• Flexibility – Sambhavi should use adaptable controls to handle unexpected events, failures,
or plan modifications, such as considering sales fluctuations when determining inventory levels
through budget control, such as annual or average inventory.
• In keeping with the organization's culture – Sambhavi's open and family-like culture may
be vulnerable to tight control, reducing its competitive advantage. Management needs to mesh
with the culture to be successful; otherwise, a rigid, bureaucratic system might not function
well.
• Controls economy– Overpriced controls are ineffective because they are not interchangeable
between automobiles and aircraft.
• Capacity to initiate remedial measures – Better performance should result from control
leading to corrective action. A review system should identify sections that have either exceeded
or not contributed to an outlet's ROI, for example, if it is below predetermined standards. This
will allow for any necessary corrections or rewards for improved performance.

SET-2

Question 4:

Answer: Motivation: The intensity, direction, and perseverance of a person in accomplishing

a goal is known as motivation. The effort involved is that of the individual and is frequently
directed toward that effort. Persistence measures how long a person can keep up their action,
and direction is an orientation that helps the company. Those who are motivated persevere
through tasks until their objectives are met.

Motivation is essential for personal objectives, work satisfaction, self-development, and

working with a dynamic team because it helps people reach their goals and positively impacts
the group.
Motivation is essential for a business to succeed because it fosters employee empowerment,
improves teamwork, and increases profitability. It produces an optimistic outlook and
encourages creativity and adaptability in the face of change. Increased productivity, creativity,
and optimal use of resources are all facilitated by motivation. In addition to making workers
goal-oriented and fostering a cooperative work environment, it promotes stability, low
employee turnover, and increased predictability.

Maslow's hierarchy of needs theory :

According to Maslow's theory, behavior results from unmet needs and desires influencing
behavior. There is a hierarchy of needs, and as one level of demand is met, so are lower-level
conditions. Maslow established five order systems.

1. Physiological – comprises the body's basic needs, such as food, drink, shelter, and sex.
Therefore, a person won't be motivated if their workplace doesn't meet these needs. He'll need
the following hierarchy if he gets these.
2. Safety – He searches for a safe and protected workplace from physical and emotional harm.
He also wants to avoid being mistreated or threatened at work.
3. Social – includes warmth, acceptance, camaraderie, and belonging in the workplace; if he
receives these, he will be content to put in much effort at work.
Employees are motivated by workplaces that ensure this. The Hawthorne experiments
demonstrated how social relationships increased productivity.
4. Esteem – To assist people in achieving their objectives and meeting their esteem needs,
organizations strongly emphasize meeting internal and external esteem factors like self-respect,
autonomy, and achievement. This entails establishing objectives, encouraging them, and
rewarding them when they succeed. The money obtained from achieving these objectives can
be utilized to meet other needs, like socializing, safety, or charitable giving. By combining
rewards and these needs, organizations can assist people in meeting most of their different
needs.
5. Self-actualisation – The desire to grow, realize one's potential, and find fulfillment in
oneself is the motivation behind becoming what one can be.

Question 5:
Answer: A team consists of individuals collaborating to accomplish a shared objective. They
can be short-term or long-term, with long-term teams such as product development or executive
leadership. Groups with short lifespans plan company functions, develop onboarding protocols
and address client concerns while managing tasks and performance-based rewards.

Seventeen Characteristics of an Effective Team :

Mealiea's study identifies 17 key factors influencing team climate, including orientation, goal
knowledge, networking, and collaboration, which significantly contribute to team outcomes
like individual satisfaction, growth, and productivity.

The seventeen qualities that comprise a successful team are as follows:

1. Clear purpose: Understanding group objectives boosts collective effort and buy-in and
can be determined by the group, leader, or individual members, providing direction.
2. Making decisions in consensus encourages group members to freely express opinions,
promoting participation and acceptance of others' viewpoints, even if they believe
there's a better option.
3. Shared leadership: It involves multiple members taking on roles like controller,
challenger, facilitator, or contributor, which can change depending on circumstances
and are only occasionally filled by the same person.
4. Listening: Effective group dynamics require active listening and open communication
among team members to foster interpersonal understanding.
5. Open communication: Group members who actively participate share their emotions,
give prompt feedback, and exchange pertinent information.
6. Self-assessment is a method that helps groups identify areas for improvement, thereby
enhancing their overall success.
7. Civilized disagreement suggests that groups have developed interpersonal sensitivity
and internal mechanisms to handle internal conflicts effectively.
8. Style diversity: It is achieved when group members actively embrace and accept
differences in style and behavior while also being tolerant.
9. Networking: A group member connects with external sources for information, support,
and assistance to achieve their goals.
10. Participation in decision-making and activities boosts group members' self-efficacy,
strategy development, and buy-in.
 11. Informal relations develop in a comfortable, relaxed environment where participants
actively seek and maintain connections due to their sense of comfort around each other.
12. Distinct roles and responsibilities: A group's commitments are clearly understood
when everyone agrees on their roles and responsibilities.
13. Willingness to share: Group members can gain from one another's expertise by
exchanging information, skills, tools, energy, and emotional support.
14. Prepared for independence: Group members are likelier to possess the necessary
skills for specific tasks if trained, coached, or developed independently.
15. Structural support: It creates a work environment that enhances group performance
through open communication channels and a team-based reward system.
16. Leader/Management style: The leader/management style refers to a manager's ability
to enhance team members' self-assurance, self-control, and interpersonal relationships
through empowerment, mentoring, support, and coaching.
17. Learning environment: The extent to which a group or organization promotes
learning from one another's experiences is known as the learning environment.

Question 6:

Answer: Leadership can be developed or learned, with various views on its nature. Research
by DDI shows that 70% of business leaders interviewed were school prefects, 50% were sports
captains, and 30% were head or deputy head boy or girl. However, some individuals need more
skills, motivation, and opportunities. Gandhi's example of inspiring others to become leaders
can help us understand the potential of leadership.

Leadership learning involves knowing what, how to, wanting to apply, and applying leadership
skills. It's a core skill that can only be developed if desired, motivated, focused on specific
behavior, and practiced in real-life situations. Culture, enthusiasm, time pressure, and personal
experience influence learning. Self-awareness and self-discipline are crucial for successful
training.

According to Warren Bennis, leadership is about the individual capacity of the leader. It entails
self-awareness, an articulated vision, developing trust with colleagues, and taking decisive
action to fulfill one's leadership potential. According to Bernard M. Bass, leadership is also the
skill of inspiring and preparing a group of people to work toward a common objective. Ideas
conveyed to engage others are the foundation of effective leadership, positioning the leader as
the motivator and coordinator of the action. Influential leaders improve the bottom lines of
their organizations. In the business world, leadership is correlated with performance.

Trait theory :
As per the theory, an individual's physical appearance, intelligence, and disposition are innate
characteristics that make them leaders. Nonetheless, the results of this theory run counter to the
extraordinary leadership qualities exhibited by people such as Abraham Lincoln.

There is still a relationship between leadership and qualities like personality, perception, IQ,
and emotional intelligence. The CEOs in Charan and Colvin's 1999 study shared the following
traits:

• Integrity, maturity, and vigor

• Business acumen (knowledge of commerce and focus on profit)
• People intelligence (evaluating individuals, groups, coaching, fostering personal
development, and minimizing losses resulting from mismatches between people and jobs)
• Organizing acumen (information sharing, building relationships, skilled listening, identifying
underperformance, demonstrating commitment, shifting focus, and exercising decisive and
incisive judgment)
• Intellectual aptitude, intellectual curiosity, and a global perspective or being externally
oriented for knowledge (skillful at making connections between developments and identifying
trends)
• Better discernment
• An intense desire to achieve results
• A solid drive to advance and put knowledge into practice

According to Deloitte and Touche's study, the following traits are crucial:
• Capacity to make tough choices
• Ability to guide a business through a crisis
• Dependability
• To be truthful
• Mental faculties and intellect