BAM 211 – Principle of management OSUNTECHCOLLEGE Practice questions

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Question 1a
Succinctly examine the term “Management” on the basis of:
i) Discipline
Management as a discipline refers to a field of study encompassing theories, principles, and practices for organizing resources and achieving organizational goals. It is taught in academic institutions and involves specialized knowledge.

ii) People
Management involves coordinating and leading individuals or teams to achieve objectives. It includes motivating employees, resolving conflicts, and fostering teamwork.

iii) Work (Task)
Management entails planning, organizing, and controlling tasks to ensure efficient workflow. It focuses on dividing work, assigning responsibilities, and monitoring task completion.

iv) Process
Management is a systematic process comprising planning, organizing, staffing, directing, and controlling. It is a continuous cycle aimed at achieving organizational effectiveness.

Question 1b
What are the objectives of Management?

  1. Goal Achievement: Accomplishing organizational objectives efficiently.
  2. Optimal Resource Utilization: Using human, financial, and material resources effectively.
  3. Cost Reduction: Minimizing operational expenses while maximizing output.
  4. Employee Satisfaction: Ensuring a motivated and productive workforce.
  5. Adaptation to Change: Enabling the organization to respond to internal and external challenges.

Question 2
a. Discuss major steps for effective planning:

  1. Set Objectives: Define clear, measurable goals.
  2. Develop Premises: Identify assumptions (e.g., market trends, resource availability).
  3. Evaluate Alternatives: Assess different strategies to achieve objectives.
  4. Select the Best Course: Choose the most feasible and beneficial plan.
  5. Implement the Plan: Allocate resources and assign responsibilities.
  6. Monitor and Review: Track progress and make adjustments as needed.

b. Why do managers find planning difficult?

  • Uncertainty: Rapid changes in the business environment.
  • Resistance to Change: Employees may oppose new strategies.
  • Time Constraints: Planning requires significant time and effort.
  • Lack of Information: Incomplete data hinders decision-making.

Question 3
a. Line and Functional Organizational Structures

  • Line Structure:
    • Description: Hierarchical with direct vertical authority (e.g., CEO → Manager → Supervisor).
    • Advantages:
      1. Clear chain of command for quick decisions.
      2. Simplified accountability.
  • Functional Structure:
    • Description: Groups employees by specialized functions (e.g., Marketing, Finance).
    • Advantages:
      1. Expertise development through specialization.
      2. Efficient resource allocation within departments.

b. Needs and Importance of Organizing:

  • Role Clarity: Defines job responsibilities.
  • Resource Coordination: Aligns human and material resources.
  • Efficiency: Reduces duplication of efforts.
  • Scalability: Supports organizational growth.

Question 4
a. Stages in the Control Process:

  1. Set Standards: Establish performance benchmarks (e.g., sales targets).
  2. Measure Performance: Collect data on actual outcomes.
  3. Compare with Standards: Identify deviations.
  4. Take Corrective Action: Address gaps (e.g., retraining staff).

b. Characteristics of an Effective Control System:

  1. Accuracy: Reliable data for decision-making.
  2. Timeliness: Detects issues early.
  3. Flexibility: Adapts to changing conditions.
  4. Cost-Effective: Benefits outweigh implementation costs.

c. Techniques of Control:

  • Budgetary Control: Allocating and monitoring financial resources.
  • Audits: Internal/external reviews of processes.
  • Performance Appraisals: Assessing employee output.
  • Break-Even Analysis: Determining profitability thresholds.

Question 5
a. Frederick Taylor’s Principles of Scientific Management:

  1. Scientific Work Methods: Replace rule-of-thumb practices with data-driven processes.
  2. Worker Selection: Hire and train employees based on job requirements.
  3. Fair Wages: Link pay to productivity to motivate workers.
  4. Division of Labor: Separate planning (management) from execution (workers).

b. Henry Fayol’s Management Activities:

  1. Planning: Setting objectives and strategies.
  2. Organizing: Structuring resources and tasks.
  3. Commanding: Leading and directing employees.
  4. Coordinating: Ensuring harmony across departments.
  5. Controlling: Monitoring performance against standards.

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