Management of Organization Midterm

Q – 01: What is Management? Briefly describe the three different roles managers play?
Answer: Management: Management involves coordinating and overseeing the work activities of others so that
their activities are completed efficiently and effectively.
Key aspects of the management process:
 Changing environment
Getting the most output
of limited resources
Working with and Balancing
Through others Achieving organizational objectives effectiveness and efficiency
Roles Manager’s Play: Roles are specific actions or behaviors expected of a manager. Mintzberg identified 10 roles
grouped around interpersonal relationships, the transfer of information, and decision making.
 Interpersonal roles are ones that involve people (subordinates and persons outside the
organization) and other duties that are ceremonial and symbolic in nature. The three interpersonal
roles include figurehead, leader, and liaison.
 Informational roles involve collecting, receiving, and disseminating information. The three
informational roles include Monitor, disseminator, and spokesperson.
 Decisional roles entail making decisions or choices. The four decisional roles include entrepreneur,
disturbance handler, Resource allocator and negotiator.
Q – 2: Define managerial skills and their relative importance in organizational levels?
Answer: Managerial skills are important in all organization. There are three types of managerial skills that
is important in all level of organization. Such as,
 Technical skills : Knowledge and proficiency in a specific field
 Human skills : The ability to work well with other people
 Conceptual skills : The ability to think and conceptualize about abstract and complex situations concerning the
organization
 Skills Needed at Different Management Levels :

Some other managerial skills also identified include managing human capital, inspiring commitment,
managing change, using purposeful networking, and so forth.
Q – 3: Business/Management function? Henry foyals 14 principle?
Answer: Broadly speaking, management is what managers do and management involves coordinating and
overseeing the efficient and effective completion of others ‘work activities. Efficiency means doing things
right; effectiveness means doing the right things. 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).
Fayol’s 14 Principles of Management : Fayol described the practice of management as something distinct from
accounting, finance, production, distribution, and other typical business functions. His belief that management was an
activity common to all business endeavors, government, and even the home led him to develop 14 principles of
management—fundamental rules of management that could be applied to all organizational situations and taught in
schools.
1. Division of Work. Specialization increases output by making employees more efficient.

2. Authority. Managers must be able to give orders, and authority gives them this right.
3. Discipline. Employees must obey and respect the rules that govern the organization.
4. Unity of command. Every employee should receive orders from only one superior.
5. Unity of direction. The organization should have a single plan of action to guide managers and workers.
6. Subordination of individual interests to the general interest. The interests of any one employee or group of
employees should not take precedence over the interests of the organization as a whole.
7. Remuneration. Workers must be paid a fair wage for their services.
8. Centralization. This term refers to the degree to which subordinates are involved in decision making.
9. Scalar chain. The line of authority from top management to the lowest ranks is the scalar chain.
10. Order. People and materials should be in the right place at the right time.
11. Equity. Managers should be kind and fair to their subordinates.
12. Stability of tenure of personnel. Management should provide orderly personnel planning and ensure that
replacements are available to fill vacancies.
13. Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.
14. Esprit de corps. Promoting team spirit will build harmony and unity within the organization.
Q – 4: How can we check if something is ethical or not? What is meant by Environment? Describe the specific
environmental factors with features and managerial concern?
Answer :
Q – 5 : Time management :
Answer :
Q – 6: Describe the eight steps in the decision-making process.
Answer: Managers at all levels and in all areas of organizations make decisions. decision making is typically
described as choosing among alternatives, that view is too simplistic.
A decision is a choice. The decision-making process consists of eight steps: (1) identify problem; (2)
identify decision criteria; (3) weight the criteria; (4) develop alternatives; (5) analyze alternatives; (6)
select alternative; (7) implement alternative; and (8) evaluate decision effectiveness.
Q – 7: Standard operating procedure/plan? policy,procedure & rule? Bounded rationality? Anchoring effect?
Answer: SOP: A Standard operating procedure is a set of step by step instructions compiles by an
organization to help workers carry out complex routine operations. SOPs aim to achieve efficiency, quality
output and uniformity of performance, reducing miscommunication and failure to comply with industry
regulations.
Procedure Rule Policy

Sequential steps responded well Explicit statement, must do or Guideline to thinking for making
structured problem, work flow must not do decision
Bounded Rationality: Decision making that’s rational but limited (bounded) by an individual’s ability to
process information and search cost.
Anchoring effect: Fixating on initial information and ignoring subsequent information.

a. Selective perception bias
b. Confirmation bias
c. Framing bias
d. Availability bias
e. Representation bias
f. Randomness bias
g. Sunk costs error
h. Self-serving bias
i. Hindsight bias
Q – 8: Why do we plan? Purpose? Level?
Answer: Planning involves defining the organization’s goals, establishing an overall strategy for achieving
those goals, and developing plans for organizational work activities.
 The four purposes of planning include
 providing direction
 reducing uncertainty
 minimizing waste and redundancy and
 Establishing the goals or standards used in controlling.
Level:
Vision Very very long time, Abstract(difficult to describe), dream, “what do we want to be”
Mission Less abstract, long term, scope of work, “What business do we have”
Objective S-specific. M-measurable. A-agreed (properly communicated). R-realistic. T-time bound
Planning Ends chain; The integrated network of goals that results from establishing a clearly
Hierarchy/level defined hierarchy of organizational goals. Achievement of lower level goals is the
means by which to reach higher level goals (ends).
Q – 9: Characteristics of organization? type?
Answer: Common characteristics of organization

 Common goal or purpose
 Coordination of effort
 Division of labor
 Hierarchy of authority
Classifying organization:
a. Business Organization: purpose – profit in a legal way.
b. Non-profit organization: purpose – public service of socially without attempting to earn a profit.
c. Mutual benefit organization: to provide a vehicle for individual to pursue their own self-interest.
d. Common wealth organization: purpose - standardized public service to all members of a society
without attempting to earn a profit.
Q – 10: Span/control of management? Why span is varies in organization on job to job?
Answer: Span of control: The number of employees a manager can efficiently and effectively manage
 Width of span is affected by
 Skills and abilities of the manager
 Employee characteristics
 Characteristics of the work being done
 Similarity of tasks
 Complexity of tasks
 Physical proximity of subordinates
 Standardization of tasks
 Sophistication of the organization information system
 Cost of errors
Q – 11: Contrast mechanistic and organic structures?
Answer: A mechanistic organization is a rigid and tightly controlled structure. An organic organization is
highly adaptive
and flexible.
Mechanistic Versus Organic Organizations:
MECHANISTIC ORGANIC
High specialization Cross-functional teams
Rigid departmentalization Cross-hierarchical teams
Clear chain of command Free flow of information
Narrow spans of control Wide spans of control
Centralization Decentralization
High formalization Low formalization
Q – 12: Identify barriers to effective interpersonal communication and how to overcome them?
Answer: The barriers to effective communication include filtering, emotions, information overload, defensiveness,
language, and national culture.
Managers can overcome these barriers by using feedback, simplifying language, listening actively, constraining emotions,
and watching for nonverbal clues.

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Q – 01: What is Management? Briefly describe the three different roles managers play?

Key aspects of the management process:

Q – 2: Define managerial skills and their relative importance in organizational levels?

 Technical skills : Knowledge and proficiency in a specific field

 Human skills : The ability to work well with other people

 Skills Needed at Different Management Levels :

Q – 3: Business/Management function? Henry foyals 14 principle?

1. Division of Work. Specialization increases output by making employees more efficient.

Procedure Rule Policy

Anchoring effect: Fixating on initial information and ignoring subsequent information.

Q – 8: Why do we plan? Purpose? Level?

Q – 9: Characteristics of organization? type?

Answer: Common characteristics of organization

Q – 10: Span/control of management? Why span is varies in organization on job to job?

Q – 11: Contrast mechanistic and organic structures?

Mechanistic Versus Organic Organizations:

High specialization Cross-functional teams

Rigid departmentalization Cross-hierarchical teams

Clear chain of command Free flow of information

Narrow spans of control Wide spans of control

High formalization Low formalization

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