Q. 1.

(i)

Answer all the questions:

Define coordination

Ans:- Coordination is the act of organizing, making different people or things work
together for a goal or effect to fulfill desired goals in an organization.

(ii)

Controlling is looking back. Comment.

Ans:- The control process measures progress towards goal attainment and
indicate corrective action if too much deviation is detected. Controlling
investigates whether planning was successful. Controlling referred to as
terminal management function, takes place after the other functions have
been completed. And for this process we have to look back and have to
analyze the performance of our planning, organizing and leading. And
therefore we have to look back also. So, yes we can say Control is looking
back for Investigation, Analysis, and Understandings and for checking our
effectiveness and efficiency.

(iii)

Human Behavior is generally caused and predictable. Explain

Ans:- Though human behavior cannot always be predicted with absolute certainty, it can be
predicted at high levels of accuracy. Science is a wonderful thing. A really wonderful thing! From it
we can learn so much if we will only listen to what it has to teach us. Nowhere is this more true
than with human behavior, the things people say and do. As with physics, chemistry, or any of the
other so-called "hard sciences," human behavior is lawful. It is predictable. Furthermore, as with
physics, chemistry, and the hard sciences, research in human behavior has taught us about laws
that govern human behavior and how to predict human behavior given a description of the
environment within which it will occur. For example, in chemistry we know that under certain
environmental conditions hydrogen and oxygen molecules will always form water. The laws of
physics assure us that a heavier-than-air object will fall in a straight line towards the center of the
earth at predictable speeds. Given the conditions under which the object is dropped, its behavior
in space is absolutely predictable.

(iv)

Write a short note on application of perception in organization.

Ans:- PERCEPTION AND ITS APPLICATION IN ORGANISATIONS

People in organisations are always assessing others. Managers must appraise their subordinate's
performance, evaluate how co-workers are working. When a new person joins a department he or
she is immediately assessed by the other persons. These have important effect on the
organisation.
1) Employment Interview
2) Performance Appraisals
3) Assessing Level of Effort
4) Assessing Loyalty

5) What do you mean by group cohesiveness?

Ans:- When discussing social groups, a group is said to be in a state of cohesion when its
members possess bonds linking them to one another and to the group as a whole. Although
cohesion is a multi-faceted process, it can be broken down into four main components: social
relations, task relations, perceived unity, and emotions. Members of strongly cohesive groups
are more inclined to participate readily and to stay with the group.

Q. 2.

Discuss the 14 principles of management as given by Henry Fayol.

Ans:- 14 principles of management as given by Henry Fayol are:1) DIVISION OF WORK: Work should be divided among individuals and groups to ensure
that effort and attention are focused on special portions of the task. Fayol presented work
specialization as the best way to use the human resources of the organization.
2) AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was
defined by Fayol as the right to give orders and the power to exact obedience. Responsibility
involves being accountable, and is therefore naturally associated with authority. Whoever
assumes authority also assumes responsibility.
3) DISCIPLINE: A successful organization requires the common effort of workers. Penalties
should be applied judiciously to encourage this common effort.
4) UNITY OF COMMAND: Workers should receive orders from only one manager.
5) UNITY OF DIRECTION: The entire organization should be moving towards a common
objective in a common direction.
6) SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS:
The interests of one person should not take priority over the interests of the organization as a
whole.
7) REMUNERATION: Many variables, such as cost of living, supply of qualified personnel,
general business conditions, and success of the business, should be considered in determining a
workers rate of pay.
8) CENTRALIZATION: Fayol defined centralization as lowering the importance of the
subordinate role. Decentralization is increasing the importance. The degree to which
centralization or decentralization should be adopted depends on the specific organization in which
the manager is working.
9) SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each
manager, from the first line supervisor to the president, possess certain amounts of authority. The

President possesses the most authority; the first line supervisor the least. Lower level managers
should always keep upper level managers informed of their work activities. The existence of a
scalar chain and adherence to it are necessary if the organization is to be successful.
10) ORDER: For the sake of efficiency and coordination, all materials and people related to a
specific kind of work should be treated as equally as possible.
11) EQUITY: All employees should be treated as equally as possible.
12) STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should
always be a high priority of management. Recruitment and Selection Costs, as well as increased
product-reject rates are usually associated with hiring new workers.
13) INITIATIVE: Management should take steps to encourage worker initiative, which is
defined as new or additional work activity undertaken through self direction.
14) ESPIRIT DE CORPS: Management should encourage harmony and general good feelings
among employees.

Q. 3. What are the leadership qualities that you would look for in a manager?
Distinguish between innate and acquirable qualities with examples
Ans:- leadership quality of a manager are:-

Personal Characteristics
There are items that can help you improve yourself, and enhance your interactions with others.
Desirable personal characteristics make a manager someone that others can look up to, and feel
comfortable following:
Self-Motivation: An effective manager cant motivate others if he or she cant selfmotivate. Self-motivation, the ability to get yourself going, and take charge of whats next for
you, is a vital personal characteristic for a manager. You have to keep yourself going and
motivate those who work with you.
Integrity: People trust a good manager because they know he or she has personal integrity.
Workers need to know that you will fight for them, do what you say, and follow the rules.
Dependability/Reliability: As a person, you should be dependable and reliable. Your superiors,
as well as your subordinates, need to know that you can be counted on. Others in the organization
should be able to rely on you.

Optimism: Do you look to the future with hope? An optimistic attitude can help build morale in
your employees. Your positive attitude can inspire others, and help them feel good about getting
things done.
Confidence: Do you have confidence in yourself. You need to be able to make decisions in
confidence, and show others that you are capable of making good decisions. Your confidence will
rub off on others, and can be of benefit.
Calmness: As the manager, you cant afford to break down when the pressure is on. The ability
to remain calm and do what needs to be done is essential in a good manager.
Flexibility: A certain amount of flexibility is needed by a manager, since he or she may need
to adapt to changing situations.
Business Characteristics
Some level of business acumen is important when you are a manager. While you may not need to
be on the level of a professional dealmaker, familiarity with basic business principles and
practices can be helpful.
Industry Knowledge: What do you know about the industry you are in? It helps understand your
industry so that you can answer questions and perform your work more effectively. Workers may
not need industry knowledge, but a manager should have some.
Know When to Delegate: An effective manager knows that some tasks need to be delegated. You
should be able to identify workers who will do well, and give them tasks they can succeed at
while helping the project.
Organization: You need to be organized in order to be a good manager. Keep track of projects,
employees and assignments so that you are on top of what needs to happen in the business.
Basic Money Management: Understand basic financial concepts so that you understand how to
manage money as part of a project you have been given.
Business Hierarchy: You should know how the hierarchy works at your business, and follow the
chain of command. Make sure that you understand your duties, and to whom you report. You
should also know how the organization affects your subordinates.
Legal Implications: While you dont need to be a law expert, you should have a grasp of the
legal implications of sexual harassment, proper hiring and firing practices, confidentiality, and
more.
Communication Qualities
A good manager needs to be able to communicate effectively. You might be surprised at the
different qualities there are related to communication. Make sure that you develop the ability to
communicate as part of your efforts. Here are some qualities to possess if you want to be an
affective communicator as you fulfill your management duties.

Written Communication: Learn how to communicate effectively in writing. A good manager

should be able to write professionally and with correct grammar, expressing him or herself in
email, memos, and thank you notes.
Public Speaking: As a good manager, you should know how to speak publicly, annunciating
your words, and concisely communicating your ideas, whether in an interview, or addressing
workers.
Constructive Feedback: Learn how to provide feedback in a way that is helpful to workers and
others.
Active Listening: One of the most important communication skills is listening. Make sure you
are listening to your workers, superiors and customers, and that you acknowledge them.
Specific: When giving instructions, be specific in what you want, and in expected outcomes.
Make sure your employees understand what should happen.
Organize Your Presentations: Organize and practice your presentations before giving them so
that you are clear and concise, and so that your presentation flows well.
Relationship Qualities
Your characteristics as you build relationships matter when you are a manager. You will need to
know how to manage relationships between yourself and your subordinates, as well as manage
the relationships among those who work under you. You should also know how to develop
relationships with your superiors, and coordinate relationships between those above you and
below you in the hierarchy.
Customer Service: You might be surprised to discover the customer service is a relationship
quality. However, it is. You need to be able to build good relationships with customers if you want
to be a good manager. Learn how to relate to customers, and see things from their perspective.
Mediator: Do you know how to make peace? Often, a good manager needs to be able to act as a
mediator between workers, between a worker and a client, or between a superior and a worker.
Brush up on your mediation qualities, and learn conflict resolution techniques to be a good
manager.
Team Player: Are you part of a team? You need to be able to function as part of a team if you
want to succeed as an effective manager. Make sure that you are willing to work with others, and
that you will hold up your end.
Respect: You need to be respectful of your workers if you are to have respect as a manager in
return. Its up to you to set the example and build relationships of respect.
Collaboration: Youll need to set up collaborations with others, and with your team. You should
also be able to work well with others, and understand how to integrate ideas and personalities.

Value Others: A good manager helps employees feel valued. Surveys show that employees want
recognition from their superiors, and you need to make sure to recognize contributions from your
workers.

The Distinction Between Innate and Acquired Characteristics

The idea that some characteristics of an organism are explained by the organism's intrinsic nature,
whilst others reflect the influence of the environment is an ancient one. It has even been argued
that this distinction is itself part of the evolved psychology of the human species. The distinction
played an important role in the history of philosophy as the locus of the dispute between
Rationalism and Empiricism discussed in another entry in this encyclopedia. This entry, however,
focuses on twentieth-century accounts of the innate/acquired distinction. These accounts have for
the most part been inspired by the sciences of mind and behaviour.
1. The innate/acquired distinction in the sciences of mind and behaviour

2. Innateness and heritability

3.Innateness and genetics
4. Recent philosophical analyses of the concept of innateness
5. Scepticism about the innate/acquired distinction