Q.5. What are the different functions of management? Explain them in brief. (2003-04)
Or. Discuss the brief the managerial and the operative functions of management. (2004-05)
Or. Elucidate briefly the operative functions of management. (2005-06)
Or. What are major function of management briefly explain them?(06-07)
Ans. Functional Management: -
Functions relating to activities such a producing, purchanging selling, advertising, accounting and engineering differ from one enterprise, to the other. The function of management are common to all business in it’s and even non-profit organizations. Henry Fayol, the French industrialist and popularly known as the founder of modern management theory divided all activities of Industrial undertaking into six groups: -
(i) Technical.
(ii) Commercial.
(iii) Financial.
(iv) Security.
(v) Accounting.
(vi) Managerial.
While classifying the functions of management, some, authorities indicate representation as a distinct management function. A managers relations are not confined to his subordinates and seniors alone. Very often he is called upon to deal with outside groups. He has to negotiate with government officials, trade union, leaders financial institutions, competing and other business units and also with different social group. Thus which concealing its importance, representation should not viewed as a distinct management function.
Q.6. What are the basic tenets of Weber’s bureaucracy theory of management? How far is it relevant today? (2003-04)
Or. Discuss in brief the Max weber’s contributions to the development of
management thought. (2005-06)
Or. Critically examine the bureaucratic theory of management as propounded by Max Weber. (2007-08)
Ans. The tenets (or principals) of max weber’s bureaccuracy theory of management: -
According to Weber, a bureaucratic organisation is character -
Rized by the following features: -
(i) Division of Work: -
There is a high degree of division of work at both the operartive and administrative.
(ii) Hierarchy of Positions: -
There is hierarchy of authority in the organization. Each lower position is under the control of a higher one.
(iii) Rules and Regulations: -
The rules, regulation and procedures are laid down by the top administration.
(iv) Impersonal Conduct: -
There is impersonality or relationship among the organizational members. The decisions are entirely guided by rules and regulations and are totally impersonal.
(v) Technical Competence: -
The bureaucrats are appointed on the basic of their technical competence promotions in bureaucracies are based on technical qualifications and performance.
Q.7. “Management is science and art both”. Elucidate the statement and bring out the exact nature of management. (2004-05)
Ans. Management as a Science: -
Science is a systematically organized body of knowledge based on proper findings and exact principles and is capable of verification. The basic characteristics of science are: -
(i) It should have a systematized body of knowledge including concepts, principles and theories.
(ii) It should establish cause and effect relationships.
(iii) Its principle should be verifiable.
(iv) It should have universal application.
(v) It should ensure predictable results.
Management as an Art: -
Art is the beginning about a desired result through the application of skills. An art is practiced. Art is to apply knowledge. Management is an art because its process is directed towards the accomplishment of concrete results .it is creative in the sense that managing creates new situations needed for further improvement. It is personalized i.e., there is no best management. A manager is an artist as he applies the knowledge gained from the study of science of management.
Q.8. “In the new global economy, the management has assumed the roles that are quite different from yester years.” Examine the statement. (2007-08)
Ans. In the new global economy the management has assumed the roles that are quiet different from yester years.
According to better drunker management is the crucial factor in economic and social development. In the new global economic the experience of India fully illustrates ducker’s view point. Indian economic history prior to her independence clearly reveals that there was no lack of human and material resources in India, but certainly there was lack of managerial personnel who could exploit the material resources with the help of human resources.
The development of a country is virtually dependent upon the quality of management of its resources. It is only efficient of management, which enables the developing nations to make better use of material and human resources for economic development. In fact, management is “ the single most critical social activity in connection with economic progress. A country can have sizable nature and manpower resources including plentiful skilled labour and substantial capital but still be relatively poor because very few competent managers are available to put these resources efficiently together in the production and distribution of useful goods and services. In short, it can be said that management is the mover and development is a consequence.
The basic purpose of management of an enterprise is to achieve enterprise goals. For a business, the main purpose is to earn reasonable profits for survival and growth in the competitive environment by providing, want-satisfying products to the customers.
Management is an integral part of any organized group with certain objectives. Every organisation requires making of decisions, procurement of resources, co-ordination of activities, leading of people, and evaluation of performance directed towards its objectives. Numerous activities have their specific types of management problems and are discussed under such headings as from management, school management, public enterprise management, marketing management, production or operations management, and others.