Semester I Course Code: DPS 104

Principles & Practices of Management

1. Define management.

a) The process of controlling a group of people

b) The process of planning, organizing, leading, and controlling an organization’s

resources

c) The ability to make decisions

d) The art of managing a business

2. Identify the primary function of management.

a) Marketing

b) Financing

c) Planning

d) Selling

3. State the main difference between management and administration.

a) Management involves planning; administration involves execution.

b) Management focuses on decision-making; administration focuses on policy-making.

c) Management is about leadership; administration is about followership.

d) Management deals with long-term goals; administration handles day-to-day tasks.

4. Recall who is known as the father of scientific management.

a) Henri Fayol

b) Max Weber

c) Frederick Taylor
 d) Peter Drucker

5. Outline the steps in the planning process.

a) Setting objectives, determining alternatives, evaluating alternatives, selecting an

alternative, implementing, and monitoring.

b) Setting objectives, monitoring, implementing, and determining alternatives.

c) Determining alternatives, implementing, and monitoring.

d) Implementing, setting objectives, and monitoring.

6. Define the term 'bureaucracy.'

a) A system of government where decisions are made by state officials.

b) An organizational structure with standardized procedures and rules.

c) A managerial style focusing on flexibility.

d) A leadership style that emphasizes creativity.

7. Identify the levels of management.

a) Upper, middle, and lower

b) High, mid, and low

c) Strategic, tactical, and operational

d) Primary, secondary, and tertiary

8. State the significance of forecasting in management.

a) It helps in creating customer satisfaction.

b) It predicts future trends and aids in planning.

c) It increases profits.

d) It reduces operational costs.

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9. Define the concept of 'Management by Objectives' (MBO).

a) A process where employees set their own goals.

b) A method where managers set objectives for employees to achieve.

c) A system where organizational goals are defined and monitored.

d) A framework for achieving customer satisfaction.

10. Identify the significance of planning tools and techniques.

a) They simplify decision-making.

b) They are only used in strategic planning.

c) They help in resource allocation.

d) They enhance communication within the organization.

11. State the meaning of 'departmentation.'

a) The process of grouping jobs according to function, product, geography, etc.

b) The allocation of resources within an organization.

c) The act of delegating authority.

d) The restructuring of an organization.

12. Recall the key managerial roles identified by Henry Mintzberg.

a) Planning, organizing, leading, and controlling

b) Interpersonal, informational, and decisional roles

c) Strategic, tactical, and operational roles

d) Administrative, operational, and technical roles

13. Identify the nature of planning.

 a) Reactive

b) Proactive

c) Optional

d) Involuntary

14. Define 'organizational structure.'

a) The formal system of task and reporting relationships

b) The culture of an organization

c) The informal networks within an organization

d) The technological framework used by an organization

15. State the significance of decision-making in management.

a) It is an optional activity.

b) It is critical for achieving organizational goals.

c) It is solely the responsibility of top management.

d) It is not influenced by external factors.

16. Identify the factors influencing decision-making.

a) Individual, environmental, and organizational factors

b) Technological, financial, and marketing factors

c) Customer, supplier, and competitor factors

d) Legal, ethical, and political factors

17. Recall the meaning of 'Scientific Management.'

a) A managerial approach focusing on efficiency and labor productivity

b) A management style based on intuition and creativity

 c) A leadership theory emphasizing employee satisfaction

d) A method of decision-making based on scientific research

18. State the significance of 'Fayol’s Administrative Management.'

a) It introduced the concept of management as a science.

b) It focused on the importance of human relations.

c) It laid down principles of management still in use today.

d) It was the first theory to advocate for decentralized management.

19. Define 'planning.'

a) The process of controlling organizational activities

b) The process of setting goals and deciding how to achieve them

c) The process of motivating employees

d) The process of establishing a hierarchy within the organization

20. Identify the type of planning involved in long-term goal setting.

a) Strategic planning

b) Tactical planning

c) Operational planning

d) Contingency planning

21. Explain the significance of managerial skills.

a) They are only important for top-level management.

b) They are crucial for effective decision-making at all levels.

c) They are less important than technical skills.

d) They are only relevant in large organizations.

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22. Describe the role of middle management in an organization.

a) They set organizational goals and policies.

b) They implement plans and oversee lower management.

c) They are responsible for day-to-day operations.

d) They manage customer relationships.

23. Discuss the concept of 'Management as an Art.'

a) It involves applying systematic knowledge to achieve goals.

b) It focuses on the creative and intuitive aspects of managing.

c) It is based on empirical research and data analysis.

d) It is the same as 'Management as a Science.'

24. Summarize the evolution of management theories.

a) Management theories evolved from technical skills to human relations.

b) Management theories started with a focus on organizational behavior.

c) Management theories have always emphasized financial management.

d) Management theories began with a focus on employee welfare.

25. Express the importance of 'Bureaucracy' in modern management.

a) Bureaucracy ensures flexibility in decision-making.

b) Bureaucracy reduces efficiency with rigid structures.

c) Bureaucracy is essential for maintaining order and consistency.

d) Bureaucracy hinders innovation and creativity.

26. Explain the relevance of 'Scientific Management' in today’s business environment.

 a) It is outdated and no longer applicable.

b) It is still relevant in optimizing productivity and efficiency.

c) It focuses solely on manual labor and is not useful for modern businesses.

d) It emphasizes customer satisfaction over productivity.

27. Describe the role of top-level management in strategic planning.

a) They are responsible for executing day-to-day operations.

b) They implement policies set by middle management.

c) They set the long-term vision and strategic goals for the organization.

d) They are primarily involved in monitoring performance.

28. Discuss the relationship between 'planning' and 'forecasting.'

a) Planning and forecasting are unrelated activities.

b) Forecasting is a tool used in the planning process to predict future conditions.

c) Planning depends entirely on accurate forecasting.

d) Forecasting follows the planning process.

29. Summarize the key differences between 'Management' and 'Administration.'

a) Management is about setting policies; administration is about implementing them.

b) Management is concerned with day-to-day activities; administration focuses on long-

term goals.

c) Administration is a broader concept than management.

d) Management involves policy-making; administration involves execution.

30. Explain the concept of 'Departmentation by Function.'

a) Grouping activities based on geographical regions.

 b) Grouping tasks according to products or services.

c) Grouping jobs based on specific functions like marketing, finance, etc.

d) Grouping employees by their level of expertise.

31. Describe the process of 'decision-making' in management.

a) It is an intuitive process based on gut feeling.

b) It is a systematic process of choosing the best alternative.

c) It is the act of assigning tasks to employees.

d) It is the process of controlling organizational activities.

32. Discuss the importance of 'Managerial Roles' as identified by Mintzberg.

a) They are outdated and irrelevant in modern management.

b) They provide a framework for understanding the diverse functions of managers.

c) They focus on financial management.

d) They are limited to top-level management.

33. Summarize the contributions of 'Henri Fayol' to management theory.

a) Fayol introduced the concept of bureaucracy.

b) Fayol developed principles of management that are still used today.

c) Fayol’s work focused on human relations in management.

d) Fayol emphasized the importance of scientific management.

34. Explain the concept of 'Management by Objectives' (MBO).

a) It involves setting objectives solely for top management.

b) It is a process where objectives are set collaboratively between managers and

employees.
 c) It is focused on improving customer satisfaction.

d) It is a strategy used exclusively in small businesses.

35. Describe the significance of 'planning tools and techniques.'

a) They are used to make quick decisions without analysis.

b) They are essential for thorough analysis and informed decision-making.

c) They are only relevant in crisis situations.

d) They are used to communicate goals to employees.

36. Discuss the steps involved in the 'planning process.'

a) Setting objectives, determining alternatives, implementing, and monitoring.

b) Setting objectives, evaluating alternatives, implementing, and monitoring.

c) Determining alternatives, implementing, monitoring, and setting objectives.

d) Implementing, monitoring, and evaluating alternatives.

37. Summarize the significance of 'forecasting' in business planning.

a) Forecasting is not essential for business success.

b) Forecasting provides valuable insights for informed decision-making.

c) Forecasting is only relevant for large corporations.

d) Forecasting focuses solely on predicting market trends.

38. Explain the difference between 'strategic planning' and 'tactical planning.'

a) Strategic planning is short-term; tactical planning is long-term.

b) Strategic planning is focused on day-to-day operations; tactical planning is about

long-term goals.

c) Strategic planning is concerned with overall goals; tactical planning focuses on specific
actions to achieve these goals.
 d) Strategic planning is only for top management; tactical planning is for lower
management.

39. Describe the role of 'organizational structure' in management.

a) It determines the number of employees in an organization.

b) It outlines the hierarchy and communication channels within the organization.

c) It is only relevant in small businesses.

d) It focuses on the financial health of the organization.

40. Discuss the advantages of 'departmentation by product.'

a) It allows for focused expertise on specific products.

b) It limits the organization’s ability to diversify.

c) It reduces communication within the organization.

d) It is only applicable to large organizations.

41. Apply Fayol’s principles of management to a real-world scenario.

a) By creating a financial budget

b) By establishing a clear chain of command in the workplace

c) By developing a new product

d) By recruiting new employees

42. Illustrate how 'Scientific Management' can improve workplace efficiency.

a) By reducing employee salaries

b) By analyzing and optimizing workflow processes

c) By increasing employee workload

d) By eliminating all manual labor

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43. Demonstrate how 'Management by Objectives' can be implemented in a sales department.

a) By setting sales targets collaboratively with the sales team

b) By assigning arbitrary goals to each sales representative

c) By focusing solely on increasing profits

d) By minimizing customer interaction

44.Organize the steps in the planning process in the correct order.

a) Setting objectives, determining alternatives, evaluating alternatives, implementing, and

monitoring.

b) Implementing, monitoring, setting objectives, and determining alternatives.

c) Monitoring, implementing, and setting objectives.

d) Determining alternatives, implementing, and monitoring.

45. Solve a management problem using decision-making techniques.

a) By relying on intuition without analysis

b) By gathering relevant information, evaluating alternatives, and selecting the best option

c) By making decisions based on popular opinion

d) By avoiding risk and sticking to familiar solutions

46. Apply the concept of 'forecasting' to predict future market trends.

a) By ignoring current market data

b) By analyzing historical data and current market conditions

c) By randomly guessing future market conditions

d) By focusing only on competitor actions

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47. Illustrate the benefits of 'departmentation by geography' in a global company.

a) By centralizing all operations in one location

b) By grouping activities based on regions to better address local needs

c) By focusing solely on product lines

d) By ignoring regional differences

48.Demonstrate how effective communication can improve organizational structure.

a) By creating confusion and uncertainty

b) By clarifying roles and responsibilities within the organization

c) By limiting information flow

d) By maintaining a rigid hierarchy

49. Organize a team using 'functional departmentation' principles.

a) By assigning tasks based on geographical location

b) By grouping employees according to their specialized functions, such as marketing, finance,

etc.

c) By creating teams based on product lines

d) By grouping tasks by customer segments

50. Solve a planning issue using 'Management by Objectives' (MBO).

a) By setting vague and unrealistic objectives

b) By setting clear, measurable objectives with employee input

c) By focusing on short-term goals only

d) By ignoring employee feedback

51. Apply Taylor's principles of scientific management to a production environment.

 a) By encouraging workers to find their own methods

b) By standardizing work processes and using time studies to improve efficiency

c) By reducing the number of workers

d) By avoiding the use of technology

52. Illustrate how strategic planning can be used to achieve long-term organizational goals.

a) By focusing on daily operations only

b) By aligning organizational resources with long-term objectives

c) By ignoring external market conditions

d) By minimizing investment in new projects

53. Demonstrate the process of effective decision-making in a managerial context.

a) By making quick decisions without considering alternatives

b) By systematically evaluating alternatives and selecting the best option

c) By choosing the most popular option without analysis

d) By delaying decisions until forced to act

54. Organize a company’s resources using the principles of 'Organizational Structure.'

a) By creating informal groups without clear roles

b) By defining clear roles, responsibilities, and reporting lines

c) By ignoring the need for structure

d) By focusing solely on financial resources

55. Solve an organizational conflict using Fayol's principles.

a) By ignoring the conflict

 b) By emphasizing unity of command and discipline

c) By increasing the workload

d) By avoiding communication

56. Apply the concept of 'Bureaucracy' to ensure organizational efficiency.

a) By allowing employees to set their own rules

b) By establishing a clear hierarchy and standardized procedures

c) By minimizing regulations

d) By encouraging complete autonomy

57. Illustrate the importance of managerial roles in daily operations.

a) By focusing only on long-term goals

b) By fulfilling interpersonal, informational, and decisional roles effectively

c) By delegating all tasks to subordinates

d) By ignoring daily operations

58. Demonstrate how effective planning tools can enhance decision-making.

a) By reducing the time spent on analysis

b) By providing structured methods for evaluating alternatives

c) By focusing solely on intuition

d) By ignoring data and trends

59. Organize a business strategy using 'Management by Objectives.'

a) By setting general goals without employee involvement

b) By collaboratively setting clear, measurable objectives aligned with the company’s goals
 c) By focusing only on financial outcomes

d) By ignoring employee input

60. Solve a departmental issue using 'departmentation by product.'

a) By mixing unrelated products within a department

b) By grouping all activities related to a specific product line into one department

c) By organizing departments based on employee preferences

d) By ignoring product specialization

61. Analyze the impact of 'Scientific Management' on modern manufacturing.

a) It has no impact on modern manufacturing.

b) It has improved efficiency and productivity through standardized processes.

c) It has reduced the need for skilled labor.

d) It has increased the cost of production.

62. Compare 'Management as an Art' with 'Management as a Science.'

a) Both focus on creativity and intuition.

b) Management as an art emphasizes creativity; management as a science emphasizes

systematic analysis.

c) Management as a science is subjective; management as an art is objective.

d) There is no difference between the two.

63. Interpret the significance of 'Bureaucracy' in large organizations.

a) Bureaucracy hinders growth by adding unnecessary layers of management.

b) Bureaucracy ensures consistency, accountability, and efficient functioning.

c) Bureaucracy is only useful in small organizations.

d) Bureaucracy focuses solely on employee welfare.

64. Inform how 'departmentation by function' supports organizational goals.

a) It limits flexibility in task management.

b) It enhances specialization and efficiency in achieving organizational goals.

c) It reduces the organization's ability to adapt to market changes.

d) It only benefits top management.

65. Distinguish between 'strategic planning' and 'operational planning.'

a) Strategic planning focuses on short-term goals; operational planning on long-term goals.

b) Strategic planning is concerned with overall direction; operational planning focuses on day-to-
day activities.

c) There is no significant difference between the two.

d) Strategic planning is more detailed than operational planning.

66. Analyze the role of 'Managerial Roles' in achieving organizational success.

a) They are irrelevant in today’s business environment.

b) They provide a framework for managers to navigate their diverse responsibilities effectively.

c) They are only applicable to lower-level managers.

d) They focus solely on financial management.

67. Compare the contributions of Taylor and Fayol to management theory.

a) Taylor focused on administrative management; Fayol on scientific management.

b) Taylor emphasized efficiency and labor productivity; Fayol focused on management principles
and organization.
c) Both had the same approach to management.

d) Taylor’s work is more relevant than Fayol’s today.

68. Interpret the importance of 'forecasting' in strategic planning.

a) Forecasting is only relevant for operational decisions.

b) Forecasting provides the data necessary for making informed strategic decisions.

c) Forecasting hinders the strategic planning process by introducing too many variables.

d) Forecasting is irrelevant to strategic planning.

69.Inform the significance of 'Management by Objectives' (MBO) in performance

management.

a) MBO is irrelevant to performance management.

b) MBO aligns employee performance with organizational goals, leading to improved outcomes.

c) MBO focuses on short-term performance metrics only.

d) MBO complicates performance management with unnecessary goals.

70. Distinguish between 'centralized' and 'decentralized' organizational structures.

a) Centralized structures delegate authority widely; decentralized structures concentrate

authority at the top.

b) Centralized structures concentrate decision-making at the top; decentralized structures

distribute decision-making throughout the organization.

c) Both are identical in terms of decision-making.

d) Centralized structures are more flexible than decentralized structures.

71. Analyze the effectiveness of 'Bureaucracy' in achieving organizational efficiency.

a) Bureaucracy always slows down organizational processes.

b) Bureaucracy ensures efficiency by providing clear guidelines and structures.

c) Bureaucracy is ineffective in modern organizations.

d) Bureaucracy only benefits top management.

72. Compare the roles of 'middle management' and 'top management.'

a) Middle management sets the strategic direction; top management implements it.

b) Top management sets strategic goals; middle management implements and oversees these
strategies at a departmental level.

c) There is no difference between the two roles.

d) Middle management is more important than top management.

73. Interpret the challenges of implementing 'Management by Objectives' (MBO).

a) MBO is always easy to implement.

b) MBO can be challenging due to the need for clear communication and alignment of
objectives.

c) MBO has no impact on organizational performance.

d) MBO only applies to large organizations.

74. Inform the advantages of 'departmentation by product' in a diversified company.

a) It limits the organization’s ability to specialize.

b) It allows each product line to be managed as a separate entity, enhancing focus and
accountability.

c) It complicates the organizational structure unnecessarily.

d) It is only beneficial for small organizations.

75. Distinguish between 'Scientific Management' and 'Administrative Management.'

a) Scientific management focuses on organizational structure; administrative management

focuses on labor productivity.
b) Scientific management emphasizes efficiency and productivity; administrative management
focuses on overall organizational management and structure.

c) Both theories are identical in approach.

d) Administrative management is more focused on employee relations than scientific

management.

76. Analyze the role of 'planning tools and techniques' in decision-making.

a) They complicate decision-making unnecessarily.

b) They provide structured methods to analyze alternatives and make informed decisions.

c) They are only relevant for financial decisions.

d) They reduce the importance of managerial intuition.

77. Compare the effectiveness of 'departmentation by function' versus 'departmentation by

geography.'

a) Departmentation by function is more effective in global companies.

b) Departmentation by geography is more effective in addressing regional needs, while

departmentation by function enhances specialization.

c) Both are equally effective in all situations.

d) Departmentation by function is outdated compared to departmentation by geography.

78. Interpret the impact of 'levels of management' on decision-making processes.

a) Lower levels of management are not involved in decision-making.

b) Each level of management has distinct roles that collectively contribute to the overall
decision-making process.

c) Top management makes all decisions without input from other levels.

d) Decision-making is only influenced by middle management.

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79. Inform how 'organizational structure' affects communication within a company.

a) Organizational structure has no impact on communication.

b) A well-defined structure improves communication by clarifying reporting relationships and

channels.

c) Structure hinders communication by creating barriers.

d) Structure only affects communication in small organizations.

80. Distinguish between 'operational planning' and 'tactical planning.'

a) Operational planning is for long-term goals; tactical planning is for day-to-day activities.

b) Tactical planning focuses on short-term goals aligned with strategic plans; operational
planning focuses on daily activities necessary to run the organization.

c) Both types of planning are identical in their focus and scope.

d) Operational planning is more important than tactical planning.

81. Evaluate the relevance of 'Fayol's principles of management' in modern business.

a) Fayol’s principles are outdated and irrelevant.

b) Fayol’s principles continue to provide valuable guidance for effective management in modern
business.

c) Fayol’s principles are only applicable in small businesses.

d) Fayol’s principles have no impact on modern management practices.

82. Examine the effectiveness of 'Management by Objectives' (MBO) in enhancing employee

performance.

a) MBO is ineffective in improving performance.

b) MBO effectively aligns individual performance with organizational goals, leading to enhanced
performance.

c) MBO is only relevant in small organizations.

d) MBO complicates the performance management process.

83. Assess the impact of 'Scientific Management' on employee satisfaction.

a) Scientific management always improves employee satisfaction.

b) Scientific management can lead to increased efficiency but may neglect employee well-being.

c) Scientific management focuses solely on employee satisfaction.

d) Scientific management has no impact on employee satisfaction.

84. Appraise the benefits of 'strategic planning' for organizational success.

a) Strategic planning is only relevant for short-term success.

b) Strategic planning provides a clear direction and helps align resources with long-term goals,
contributing to organizational success.

c) Strategic planning is irrelevant in today’s business environment.

d) Strategic planning complicates decision-making.

85. Justify the use of 'departmentation by function' in a manufacturing company.

a) Departmentation by function limits flexibility and innovation.

b) Departmentation by function enhances specialization, efficiency, and clear responsibility in

manufacturing processes.

c) Departmentation by function is only suitable for small businesses.

d) Departmentation by function complicates communication and coordination.

86. Evaluate the importance of 'forecasting' in strategic planning.

a) Forecasting is irrelevant in strategic planning.

b) Forecasting is crucial for anticipating market trends and making informed strategic decisions.

c) Forecasting focuses only on internal data.

d) Forecasting always leads to accurate predictions.

87. Examine the role of 'Bureaucracy' in maintaining organizational stability.

a) Bureaucracy disrupts organizational stability.

b) Bureaucracy provides clear guidelines and a structured environment, contributing to

organizational stability.

c) Bureaucracy is only relevant in government organizations.

d) Bureaucracy hinders innovation and flexibility.

88. Assess the challenges of implementing 'Management by Objectives' (MBO) in a large

organization.

a) MBO is easy to implement in large organizations.

b) MBO can be challenging due to the need for clear communication, alignment across
departments, and continuous monitoring.

c) MBO is only applicable in small organizations.

d) MBO complicates performance management in large organizations.

89. Appraise the effectiveness of 'departmentation by product' in a technology company.

a) Departmentation by product complicates the organizational structure.

b) Departmentation by product allows for focused expertise and better management of product
lines, leading to increased effectiveness.

c) Departmentation by product is only relevant in manufacturing companies.

d) Departmentation by product limits innovation and flexibility.

90. Justify the need for 'strategic planning' in a rapidly changing market.

a) Strategic planning is irrelevant in fast-changing markets.

b) Strategic planning is essential for anticipating changes, aligning resources, and ensuring long-
term success.

c) Strategic planning complicates decision-making in dynamic environments.

d) Strategic planning focuses only on short-term goals.

91. Evaluate the impact of 'Managerial Roles' on organizational performance.

a) Managerial roles have no impact on organizational performance.

b) Effective fulfillment of managerial roles is critical for achieving organizational objectives and
overall performance.

c) Managerial roles are only important in large organizations.

d) Managerial roles are irrelevant in modern management.

92. Examine the benefits of 'departmentation by geography' in a global company.

a) Departmentation by geography is irrelevant in global companies.

b) Departmentation by geography allows the company to address local needs and cultural
differences more effectively.

c) Departmentation by geography limits the company’s ability to maintain a unified strategy.

d) Departmentation by geography complicates communication across regions.

93. Assess the effectiveness of 'strategic planning' in achieving competitive advantage.

a) Strategic planning is only focused on short-term goals.

b) Strategic planning helps align resources and actions with long-term objectives, leading to a
sustainable competitive advantage.

c) Strategic planning is irrelevant in competitive markets.

d) Strategic planning complicates decision-making processes.

94. Appraise the role of 'organizational structure' in facilitating innovation.

a) Organizational structure always hinders innovation.

b) A flexible and adaptive organizational structure can foster innovation by encouraging

collaboration and creativity.

c) Organizational structure has no impact on innovation.

d) A rigid organizational structure is best for fostering innovation.

95. Justify the implementation of 'Management by Objectives' (MBO) in a customer service

department.

a) MBO is irrelevant in customer service.

b) MBO helps align customer service goals with overall organizational objectives, leading to
improved customer satisfaction and performance.

c) MBO complicates the management of customer service teams.

d) MBO is only applicable in sales departments.

96. Evaluate the challenges of 'strategic planning' in a rapidly changing industry.

a) Strategic planning is unnecessary in dynamic industries.

b) Strategic planning can be challenging due to the need to anticipate rapid changes and adapt
strategies accordingly.

c) Strategic planning simplifies decision-making in volatile markets.

d) Strategic planning focuses only on long-term goals.

97. Examine the relevance of 'Fayol's principles' in managing a modern technology company.

a) Fayol’s principles are outdated in the context of technology companies.

b) Fayol’s principles, such as division of work, authority, and discipline, remain relevant in
ensuring effective management in modern technology companies.

c) Fayol’s principles are only applicable to manufacturing industries.

d) Fayol’s principles complicate management in technology companies.

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98. Assess the effectiveness of 'Bureaucracy' in a creative industry.

a) Bureaucracy enhances creativity by providing clear guidelines.

b) Bureaucracy can hinder creativity by imposing rigid structures and limiting flexibility.

c) Bureaucracy is essential for fostering innovation.

d) Bureaucracy has no impact on creativity.

99. Appraise the importance of 'forecasting' in long-term business planning.

a) Forecasting is irrelevant in long-term planning.

b) Forecasting is essential for anticipating future trends and making informed long-term
decisions.

c) Forecasting only focuses on short-term outcomes.

d) Forecasting complicates the planning process.

100. Justify the use of 'scientific management principles' in a service industry. - a) Scientific
management is irrelevant in service industries. - b) Scientific management can improve
efficiency and customer satisfaction by optimizing workflow and standardizing processes. - c)
Scientific management complicates service delivery. - d) Scientific management reduces the
need for skilled employees. - _