Principle of Management

Programme/Class: Bachelor of Computer Application

Year: 1st Semester

Subject Code: BCA-109 N

Subject Title: Principle of Management

Course Outcomes:

CO 1: Understanding Management Fundamentals
CO 2: Mastering the Art of Planning and Decision-Making
CO 3: Efficient Organizing and Staffing; Effective Leadership and Control
CO 4: Managing People and Organizational Behavior; Leveraging Computer Applications in Management

Credits:

4 Core Compulsory

Max. Marks:

30 + 70

Min. Passing Marks:

Total No. of Lectures-Tutorials-Practical (in hours per week):

4-0-0

Units and Topics

I. Management

This unit covers the foundational concepts of management:

Meaning & Concept:
Management is the process of planning, organizing, leading, and controlling the resources of an organization to achieve specific goals efficiently and effectively. It involves making decisions that guide the organization toward its objectives. The significance of management lies in its ability to bring together human, financial, and physical resources in a coordinated way to maximize productivity and profitability. Essentially, management is about making things happen in an organization by ensuring that all resources are used optimally.
Management Principles:
Management principles are the fundamental truths or guidelines that help managers in their decision-making and actions. Notable management theorists like Henri Fayol and Frederick Taylor contributed significantly to these principles:
- Henri Fayol: Proposed 14 principles of management, which include unity of command (one person should be in charge), division of work (specialization increases productivity), and scalar chain (a clear line of authority).
- Frederick Taylor: Introduced the concept of Scientific Management, emphasizing efficiency and productivity through systematic study and analysis of tasks. His principles focused on improving worker productivity and optimizing work processes.
Management Process:
The management process consists of four core functions:
- Planning: Setting objectives and determining the best course of action to achieve them. It involves forecasting future conditions and making decisions accordingly.
- Organizing: Arranging resources and tasks to implement the plan. This includes defining roles, responsibilities, and the structure of the organization to ensure that everything functions smoothly.
- Leading: Directing and motivating employees to achieve organizational goals. This involves communication, inspiration, and leadership styles that encourage teamwork and collaboration.
- Controlling: Monitoring progress toward the goals and making adjustments as necessary. This involves setting performance standards, measuring actual performance, and taking corrective actions when needed.
Managerial Levels:
Organizations are structured in different levels of management, which can be categorized into three main tiers:
- Top Management: This level includes positions like CEO, president, and vice president. Top managers set the overall direction and strategy of the organization and make long-term decisions.
- Middle Management: Managers at this level, such as department heads and branch managers, are responsible for implementing the policies and strategies set by top management. They coordinate and supervise the activities of lower management.
- Lower Management: Also known as first-line or supervisory management, this level includes supervisors and team leaders who manage day-to-day operations and oversee the work of employees.
Roles & Skills of a Manager:
Managers play various roles and must possess a diverse set of skills to be effective:
- Roles:
  - Interpersonal Role: Managers interact with employees, clients, and other stakeholders, establishing relationships and building networks.
  - Informational Role: They gather, analyze, and disseminate information to aid decision-making.
  - Decisional Role: Managers make decisions that affect the organization's direction, resources, and operations.
- Skills:
  - Technical Skills: Knowledge and expertise in specific tasks or fields, enabling managers to perform their job effectively.
  - Human Skills: The ability to work well with people, understanding their needs and motivations, and effectively communicating with them.
  - Conceptual Skills: The capacity to understand complex situations and visualize how various parts of the organization relate to each other.
Management Theories:
Various management theories provide frameworks for understanding and improving organizational efficiency:
- Classical Approach: Focuses on scientific methods and efficiency in task management. It emphasizes specialization and systematic approaches.
- Neo-Classical Approach: Highlights the importance of human relations and employee welfare. It acknowledges that workers are motivated by more than just money.
- Behavioral Approach: Studies the behavior of individuals and groups within organizations, emphasizing motivation and group dynamics.
- Systems Approach: Views the organization as a system of interrelated parts. It stresses the importance of understanding how different departments and functions interact.
- Contingency Approach: Suggests that management practices should vary according to the circumstances. There is no one-size-fits-all solution; effective management depends on the specific context.

Conclusion

Understanding these foundational concepts of management helps build a strong basis for applying management principles effectively in real-world scenarios. By mastering these topics, future managers will be better equipped to lead their organizations toward success.

Number of Lectures: 10

Download Unit I Material

II. Planning

This unit focuses on the planning function of management:

Meaning: Understanding what planning is and its importance in management.
Purpose & Process: Learning the objectives of planning and how the planning process works.
Decision Making: Overview of the decision-making process and the various types of decisions.
Organizing: Understanding the process of organizing, including structuring the organization.
Departmentation: Insights into how tasks are grouped into departments.
Authority & Responsibility: Exploring the relationships between authority and responsibility, and the significance of decentralization.

1. Meaning

Definition of Planning: Planning is the process of setting objectives and determining a course of action for achieving those objectives. It involves thinking ahead and deciding what needs to be done in the future.
Importance in Management:
- Provides direction: Planning outlines the steps needed to reach the goals, guiding the organization.
- Reduces uncertainty: By forecasting and preparing for the future, planning helps minimize risks.
- Facilitates decision-making: Clear objectives make it easier to make informed choices and allocate resources effectively.

2. Purpose & Process

Objectives of Planning:
- To set clear goals that align with the organization's vision and mission.
- To outline strategies and actions required to achieve these goals.
- To ensure efficient use of resources (time, money, and personnel).
Planning Process:
- Identifying Objectives: Determine what the organization aims to achieve.
- Assessing the Current Situation: Analyze internal and external environments to understand strengths, weaknesses, opportunities, and threats (SWOT analysis).
- Developing Alternatives: Generate various strategies and plans to reach the objectives.
- Evaluating Alternatives: Assess the pros and cons of each alternative to select the most effective one.
- Implementing the Plan: Execute the chosen plan and allocate resources accordingly.
- Monitoring and Reviewing: Continuously evaluate the progress and make adjustments as necessary.

3. Decision Making

Overview of the Decision-Making Process:
- Recognizing the need for a decision based on a problem or opportunity.
- Gathering relevant information and data to understand the situation.
- Identifying alternative solutions or courses of action.
- Analyzing the alternatives and weighing the consequences.
- Choosing the best alternative and implementing the decision.
- Reviewing the decision's impact and making necessary adjustments.
Types of Decisions:
- Programmed Decisions: Routine and repetitive decisions that follow established guidelines or procedures (e.g., reordering supplies).
- Non-Programmed Decisions: Unique and non-recurring decisions that require custom solutions (e.g., entering a new market).
- Strategic Decisions: Long-term decisions that shape the direction of the organization (e.g., mergers and acquisitions).
- Operational Decisions: Short-term decisions that focus on day-to-day operations (e.g., scheduling staff shifts).

4. Organizing

Understanding the Organizing Process:
- Definition: Organizing is the process of arranging resources and tasks to implement the plan effectively. It involves defining roles and responsibilities within the organization.
- Key Steps in Organizing:
  - Defining Objectives: Clarifying what needs to be achieved.
  - Identifying Activities: Determining what tasks need to be performed to reach the objectives.
  - Grouping Activities: Organizing similar tasks into departments or teams to improve efficiency.
  - Assigning Roles: Designating responsibilities and authority to individuals or teams to ensure accountability.
  - Establishing Relationships: Creating clear communication and reporting structures to facilitate collaboration.

5. Departmentation

Definition of Departmentation: Departmentation is the process of grouping related activities into distinct units or departments within an organization to improve efficiency and specialization.
Types of Departmentation:
- Functional Departmentation: Groups activities based on functions (e.g., marketing, finance, human resources).
- Product Departmentation: Organizes departments around specific products or product lines.
- Geographical Departmentation: Groups activities based on location or region.
- Customer Departmentation: Organizes departments based on different customer segments.
Benefits of Departmentation:
- Enhances specialization and expertise within departments.
- Improves coordination and communication within functional areas.
- Facilitates clearer accountability and performance evaluation.

6. Authority & Responsibility

Exploring Relationships:
- Authority: The right to make decisions, give orders, and allocate resources. Authority is necessary for managers to perform their roles effectively.
- Responsibility: The obligation to complete tasks and achieve goals. Responsibility accompanies authority; if a manager has authority, they must also be accountable for their actions.
Significance of Decentralization:
- Definition: Decentralization refers to distributing decision-making authority to lower levels of the organization rather than concentrating it at the top.
- Benefits of Decentralization:
  - Empowers employees and encourages initiative.
  - Speeds up decision-making by allowing local managers to respond quickly to issues.
  - Increases flexibility and adaptability to changes in the market or environment.

Conclusion

Understanding the planning function of management is crucial for guiding organizations toward their goals. By mastering the concepts of planning, decision-making, organizing, departmentation, and the relationship between authority and responsibility, future managers will be equipped to create effective strategies that drive success.

Number of Lectures: 10

Download Unit II Material

III. Staffing

This unit covers staffing and directing in organizations:

Concept of Staffing: Understanding what staffing entails and its importance in management.
Directing: Learning about motivation concepts and theories (Maslow’s Hierarchy, Herzberg's Two-Factor Theory, McGregor's Theory X & Y).
Leadership: Exploring various leadership styles and their impact on teams.
Controlling: Understanding the control process, its significance, and how it contributes to management success.

1. Concept of Staffing

Definition of Staffing: Staffing is the process of recruiting, selecting, training, and developing individuals to fill roles within an organization.
Importance of Staffing:
- Right People for the Right Job: Ensures that the organization has the right individuals in place to meet its goals.
- Improves Efficiency: Well-staffed organizations operate more efficiently, as employees are matched to their strengths.
- Enhances Employee Morale: When staffing is done correctly, it leads to job satisfaction and reduced turnover.
- Supports Organizational Growth: Proper staffing helps organizations expand and adapt to changes in the market.

2. Directing

Overview of Directing: Directing involves guiding and supervising employees to achieve organizational goals.
Motivation Concepts:
- Maslow’s Hierarchy of Needs: A theory that proposes a hierarchy of human needs, from basic physiological needs to self-actualization, emphasizing that individuals are motivated to fulfill these needs in order.
- Herzberg's Two-Factor Theory: Suggests that job satisfaction and dissatisfaction arise from two different sets of factors: hygiene factors (which prevent dissatisfaction) and motivators (which encourage job satisfaction).
- McGregor's Theory X & Y:
  - Theory X: Assumes that employees are inherently lazy and require supervision and control.
  - Theory Y: Assumes that employees are self-motivated and seek responsibility, encouraging a more participative management style.

3. Leadership

Definition of Leadership: Leadership is the ability to influence and guide individuals or teams toward the achievement of goals.
Types of Leadership Styles:
- Autocratic Leadership: The leader makes decisions unilaterally, providing little input from team members.
- Democratic Leadership: The leader involves team members in the decision-making process, promoting collaboration and buy-in.
- Laissez-Faire Leadership: The leader provides minimal direction, allowing team members to make decisions independently.
- Transformational Leadership: The leader inspires and motivates employees to exceed expectations and drive change.
Impact on Teams: Different leadership styles can significantly affect team dynamics, morale, and overall productivity.

4. Controlling

Definition of Controlling: The process of monitoring performance, comparing it with goals, and taking corrective action as needed.
Importance of Controlling:
- Ensures Goals are Met: Helps organizations ensure that they are on track to achieve their objectives.
- Identifies Deviations: Allows for the identification of any discrepancies between actual performance and planned performance.
- Facilitates Corrective Action: Enables managers to take corrective measures in a timely manner to address issues.
- Promotes Accountability: Holds individuals and teams accountable for their performance and outcomes.
The Control Process:
- Setting Standards: Establishing performance standards based on organizational goals.
- Measuring Performance: Collecting data to assess actual performance against standards.
- Comparing Performance: Evaluating the results to determine if standards are being met.
- Taking Corrective Action: Making necessary adjustments to improve performance and achieve goals.

Number of Lectures: 10

Download Unit III Material

IV. Managing People

This unit focuses on understanding human behavior in organizations:

Meaning: Understanding the importance of human behavior in organizations.
Need for Understanding: Recognizing why it's crucial to understand human behavior in management.
Models of OB: Overview of various models of Organizational Behavior.
Major Concepts: Exploring key concepts such as personality, learning, perception, and attitude building.

1. Meaning

Definition of Human Behavior: Human behavior refers to the range of actions and reactions exhibited by individuals in response to external or internal stimuli.
Importance in Organizations:
- Impact on Performance: Understanding human behavior helps improve employee performance and productivity.
- Enhances Teamwork: Recognizing individual differences fosters better collaboration among team members.
- Informs Management Practices: Insights into behavior can guide management strategies for motivation, conflict resolution, and leadership.
- Promotes Organizational Culture: Understanding behavior helps shape a positive organizational culture and work environment.

2. Need for Understanding

Crucial for Effective Management: Managers must understand human behavior to lead and motivate employees effectively.
Enhances Communication: Understanding behavior improves interpersonal communication within teams.
Facilitates Change Management: Knowledge of human behavior aids in navigating and managing organizational change.
Addresses Employee Needs: Helps managers recognize and address the needs and concerns of employees, leading to higher satisfaction and retention.

3. Models of Organizational Behavior (OB)

Definition of Organizational Behavior: The study of how individuals and groups behave within an organization.
Common Models of OB:
- Autocratic Model: A leadership style where decisions are made unilaterally, with little input from employees.
- Custodial Model: Focuses on employee welfare, providing job security and benefits to foster loyalty.
- Supportive Model: Emphasizes a supportive environment, encouraging employee involvement in decision-making.
- Collegial Model: Treats employees as partners, fostering collaboration and teamwork.
- System Model: Views organizations as systems that interact with their environment, emphasizing adaptability and responsiveness.

4. Major Concepts

Personality: The unique set of traits and characteristics that influence an individual’s behavior and interactions. Understanding personality helps in predicting how employees will behave in different situations.
Learning: The process of acquiring new skills, knowledge, or attitudes through experience. Organizations can enhance learning through training and development programs.
Perception: The process by which individuals interpret and make sense of their environment. Understanding perception is essential for effective communication and conflict resolution.
Attitude Building: The development of an individual’s feelings and beliefs about their work and organization. Positive attitudes contribute to job satisfaction and overall morale.

Number of Lectures: 10

Download Unit IV Material

V. Relevance of Computer Applications

This unit covers the use of computer applications in management:

Functional Areas: Exploring how computer applications are relevant in different areas of management:

Financial Management: The role of computers in managing financial resources and analyzing data.
Production Management: How technology aids in planning and controlling production processes.
Human Resources Management: Leveraging technology for recruitment, training, and employee management.

Trends in Management: Overview of current trends in management and technology integration.

1. Functional Areas

1.1 Financial Management

Data Management: Computers help in storing and managing large volumes of financial data efficiently.
Financial Analysis: Software tools assist in analyzing financial statements, cash flow, and budgeting.
Accounting Software: Applications like QuickBooks and Tally simplify bookkeeping and financial reporting.
Forecasting: Predictive analytics tools aid in forecasting financial performance based on historical data.
Investment Management: Computers enable tracking investments and portfolio management with real-time data.

1.2 Production Management

Production Planning: Computer applications help in scheduling production runs and managing resources.
Inventory Management: Software tools track inventory levels, automate ordering, and manage stock levels efficiently.
Quality Control: Technology aids in monitoring production quality through data analysis and reporting.
Supply Chain Management: Computer systems optimize the supply chain by improving communication and coordination.
Manufacturing Systems: Advanced technologies like CAD (Computer-Aided Design) and CAM (Computer-Aided Manufacturing) streamline product design and manufacturing processes.

1.3 Human Resources Management

Recruitment: Online platforms and applicant tracking systems simplify the recruitment process by streamlining applications and resumes.
Training and Development: E-learning platforms facilitate employee training through online courses and assessments.
Performance Management: Software tools help in evaluating employee performance and setting goals.
Payroll Management: Automation of payroll processes ensures accurate and timely compensation for employees.
Employee Engagement: Technology enables employee surveys and feedback mechanisms, fostering better engagement.

2. Trends in Management

Digital Transformation: Organizations are increasingly adopting digital tools and platforms to enhance efficiency and innovation.
Data Analytics: Leveraging big data for informed decision-making is becoming crucial in management.
Cloud Computing: Businesses are using cloud-based solutions for flexibility, scalability, and cost-effectiveness.
Remote Work Technology: Tools facilitating remote work, collaboration, and communication are essential in modern management.
Artificial Intelligence (AI): AI applications are transforming various management functions, from customer service to predictive analytics.

Number of Lectures: 10

Download Unit V Material

Conclusion

The study of management principles provides essential insights into how organizations operate efficiently. Understanding these principles equips students with the knowledge and skills needed to thrive in a managerial role.

161. Managing people in organizations primarily involves:

a) Financial management
b) Influencing and guiding employee behavior
c) Setting marketing strategies
d) Implementing technology solutions

162. Understanding human behavior in organizations is important because:

a) It helps in reducing costs
b) It enhances employee satisfaction and productivity
c) It eliminates the need for management
d) It focuses solely on profitability

163. The study of organizational behavior (OB) seeks to understand:

a) The structure of organizations
b) Employee behavior and interactions in a workplace
c) Financial performance
d) Marketing trends

164. One major reason for understanding human behavior in organizations is:

a) To enforce strict policies
b) To create a rigid organizational structure
c) To improve communication and collaboration
d) To limit employee input

165. The term 'organizational behavior' refers to:

a) The physical layout of an organization
b) The behavior of individuals and groups within an organization
c) The financial practices of a company
d) The marketing strategies employed by a firm

166. Which of the following is a widely recognized model of organizational behavior?

a) The Machine Model
b) The Human Relations Model
c) The Scientific Management Model
d) The Marketing Model

167. The Human Relations Model emphasizes:

a) Strict control over employees
b) The importance of social relationships and employee satisfaction
c) Financial performance over employee welfare
d) The mechanistic view of organizations

168. Which model of OB focuses on the systematic analysis of employee behavior through behaviorism?

a) Cognitive Model
b) Classical Model
c) Behaviorist Model
d) Humanistic Model

169. The Systems Model of OB views organizations as:

a) Independent entities
b) Closed systems with no external influence
c) Open systems interacting with their environments
d) Only focused on internal dynamics

170. Which model of OB emphasizes the cognitive processes that influence behavior?

a) Classical Model
b) Humanistic Model
c) Cognitive Model
d) Behaviorist Model

171. Personality in the context of organizational behavior refers to:

a) The physical attributes of an employee
b) The unique patterns of thoughts, feelings, and behaviors of individuals
c) The management style of leaders
d) The financial goals of the organization

172. Which of the following theories identifies five major personality traits?

a) Maslow's Hierarchy of Needs
b) Myers-Briggs Type Indicator
c) Five-Factor Model (Big Five)
d) Herzberg's Two-Factor Theory

173. In the Five-Factor Model, which trait is associated with being organized and dependable?

a) Openness
b) Conscientiousness
c) Extraversion
d) Agreeableness

174. An employee who is outgoing, sociable, and enjoys interacting with others is likely high in:

a) Neuroticism
b) Extraversion
c) Agreeableness
d) Conscientiousness

175. Which personality trait is associated with emotional stability and resilience?

a) Neuroticism
b) Openness
c) Extraversion
d) Agreeableness

176. Learning in an organizational context refers to:

a) Acquiring new skills and knowledge through experience
b) The innate abilities of individuals
c) The financial training provided to employees
d) The formal education of employees

177. Which theory of learning focuses on the role of reinforcement and punishment?

a) Cognitive Learning Theory
b) Social Learning Theory
c) Operant Conditioning
d) Constructivist Theory

178. Which of the following is a key concept in social learning theory?

a) Observational learning
b) Emotional intelligence
c) Neuroplasticity
d) Financial literacy

179. The process of adapting behavior based on the consequences of previous actions is known as:

a) Cognitive dissonance
b) Learning
c) Decision making
d) Motivation

180. A workplace that encourages learning and adaptation is often referred to as:

a) A static organization
b) A learning organization
c) A bureaucratic organization
d) A profit-driven organization

181. Motivation in the workplace can best be described as:

a) A temporary state of excitement
b) The drive that compels individuals to act towards a goal
c) A financial incentive
d) A measure of performance

182. Which theory suggests that motivation is influenced by the satisfaction of basic needs?

a) Expectancy Theory
b) Equity Theory
c) Maslow's Hierarchy of Needs
d) Herzberg's Two-Factor Theory

183. According to Maslow, the highest level of needs is:

a) Esteem needs
b) Safety needs
c) Self-actualization needs
d) Physiological needs

184. According to Herzberg, factors that lead to job satisfaction are called:

a) Hygiene factors
b) Motivators
c) Extrinsic factors
d) Demotivators

185. Which of the following is considered a hygiene factor in Herzberg's theory?

a) Recognition
b) Salary
c) Achievement
d) Responsibility

186. Which theory proposes that individuals are motivated to achieve fairness in their interactions with others?

a) Maslow's Hierarchy of Needs
b) Expectancy Theory
c) Equity Theory
d) Goal-Setting Theory

187. The concept of 'goal setting' suggests that:

a) Goals should be vague
b) Specific and challenging goals lead to higher performance
c) Goals are irrelevant to performance
d) Goals should be set by management only

188. Which of the following is a characteristic of effective goals?

a) They should be easy to achieve
b) They should be measurable and time-bound
c) They should be set by external forces
d) They should focus on personal satisfaction only

189. Which of the following is a common barrier to effective communication in organizations?

a) Open-door policies
b) Organizational hierarchy
c) Active listening
d) Clear messaging

190. Nonverbal communication includes:

a) Body language and facial expressions
b) Written reports
c) Emails
d) Formal presentations

191. The term 'feedback' in communication refers to:

a) The initial message
b) The response to a message
c) The final decision
d) The written documentation

192. The communication process includes:

a) Sender, message, medium, receiver, feedback
b) Manager, employee, report
c) Email, phone call, meeting
d) Document, presentation, communication

193. A common method of enhancing team communication is through:

a) Individual performance reviews
b) Team-building activities
c) Hierarchical decision-making
d) Limited interaction

194. The ability to understand and manage emotions in oneself and others is known as:

a) Technical skill
b) Cognitive ability
c) Emotional intelligence
d) Social skills

195. Emotional intelligence is important in leadership because it:

a) Enhances interpersonal relationships and decision-making
b) Focuses solely on financial results
c) Reduces the need for communication
d) Is irrelevant to team dynamics

196. Which of the following statements about organizational culture is true?

a) It remains static over time
b) It has no impact on performance
c) It shapes employee behavior and attitudes
d) It is solely determined by top management

197. The term 'organizational climate' refers to:

a) The shared perceptions of policies, practices, and procedures
b) The physical environment of the workplace
c) The organizational hierarchy
d) The external factors influencing the organization

198. A strong organizational culture is characterized by:

a) High turnover rates
b) Lack of shared values
c) Consistency in behavior and decision-making
d) Resistance to change

199. Which of the following best describes transformational leadership?

a) Focused solely on organizational structure
b) Emphasizes maintaining the status quo
c) Inspires and motivates followers to achieve exceptional outcomes
d) Relies on strict enforcement of rules

200. The ability to influence others towards achieving common goals is referred to as:

a) Authority
b) Leadership
c) Management
d) Control

201. Which of the following software is commonly used for financial management?

a) Microsoft Word
b) Tally
c) Adobe Photoshop
d) Google Chrome

202. Computer applications in financial management help organizations to:

a) Reduce employee workload
b) Improve data accuracy and financial reporting
c) Eliminate all financial risks
d) Increase manual record-keeping

203. Which financial statement can be generated using accounting software?

a) Income Statement
b) Balance Sheet
c) Cash Flow Statement
d) All of the above

204. What is the primary benefit of using spreadsheets in financial management?

a) Complex data entry
b) Automated calculations and data analysis
c) Manual record-keeping
d) Limited data storage

205. Financial forecasting is primarily facilitated by:

a) Manual calculations
b) Computer simulations and models
c) Paper-based systems
d) Verbal communication

206. Computer applications in production management primarily focus on:

a) Employee recruitment
b) Inventory control and production scheduling
c) Marketing strategies
d) Financial auditing

207. Which software is commonly used for production planning?

a) Microsoft Paint
b) Enterprise Resource Planning (ERP) systems
c) Web browsers
d) Email clients

208. Computer-aided design (CAD) is used in production management for:

a) Designing and modeling products
b) Creating financial reports
c) Managing employee schedules
d) Marketing products

209. Just-in-Time (JIT) inventory systems are enhanced by:

a) Manual tracking methods
b) Real-time data tracking and analysis software
c) Traditional bookkeeping
d) Verbal communication

210. The purpose of using manufacturing software is to:

a) Increase product defects
b) Streamline production processes and reduce costs
c) Eliminate production altogether
d) Focus solely on marketing

211. Which of the following software is commonly used in Human Resources Management (HRM)?

a) Microsoft Excel
b) Applicant Tracking Systems (ATS)
c) Video editing software
d) Presentation software

212. HRM applications help organizations to:

a) Manage employee records efficiently
b) Eliminate all employee grievances
c) Increase manual paperwork
d) Focus solely on payroll management

213. Performance management systems in HRM are designed to:

a) Track employee attendance only
b) Evaluate employee performance and provide feedback
c) Eliminate the need for performance reviews
d) Focus on financial management

214. Employee self-service portals allow employees to:

a) Reduce their responsibilities
b) Access personal information and manage benefits
c) Eliminate HR involvement
d) Increase paperwork

215. Computer applications in HRM contribute to:

a) Decreased employee morale
b) Improved recruitment and onboarding processes
c) Manual performance tracking
d) Limited employee engagement

216. Which of the following tools is commonly used for digital marketing?

a) Microsoft Word
b) Customer Relationship Management (CRM) systems
c) Accounting software
d) Spreadsheet applications

217. Marketing automation software helps in:

a) Streamlining manual processes
b) Automating repetitive marketing tasks and campaigns
c) Eliminating customer engagement
d) Focusing solely on financial reports

218. Social media management tools are used to:

a) Create financial projections
b) Schedule and analyze social media posts
c) Manage employee attendance
d) Design products

219. Customer data analytics tools in marketing are used for:

a) Reducing customer engagement
b) Analyzing customer behavior and preferences
c) Managing employee performance
d) Generating tax reports

220. Search Engine Optimization (SEO) tools help businesses to:

a) Focus on manual marketing efforts
b) Improve their online presence and website ranking
c) Increase manual record-keeping
d) Eliminate the need for customer engagement

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Principle of Management

Programme/Class: Bachelor of Computer Application

Year: 1st Semester

Subject Code: BCA-109 N

Subject Title: Principle of Management

Course Outcomes:

Credits:

Max. Marks:

Min. Passing Marks:

Total No. of Lectures-Tutorials-Practical (in hours per week):

Units and Topics

I. Management

Conclusion

II. Planning

1. Meaning

2. Purpose & Process

3. Decision Making

4. Organizing

5. Departmentation

6. Authority & Responsibility

Conclusion

III. Staffing

1. Concept of Staffing

2. Directing

3. Leadership

4. Controlling

IV. Managing People

1. Meaning

2. Need for Understanding

3. Models of Organizational Behavior (OB)

4. Major Concepts

V. Relevance of Computer Applications

1. Functional Areas

1.1 Financial Management

1.2 Production Management

1.3 Human Resources Management

2. Trends in Management

Conclusion

Quiz: Test Your Knowledge

1. What is the primary goal of management?

2. Which of the following defines management as a process?

3. Management can best be described as:

4. The concept of management emphasizes:

5. Who is known as the father of modern management?

6. Which principle is NOT part of Fayol's management principles?

7. Frederick Taylor's approach to management is known as:

8. According to Taylor, the most important aspect of management is:

9. The management process includes which of the following steps?

10. In the management process, which step involves setting objectives?

11. What is the primary purpose of the controlling function in management?

12. Which of the following is NOT a managerial level?

13. Who typically makes strategic decisions in an organization?

14. What is the primary role of middle-level managers?

15. Which of the following is NOT considered a managerial role according to Mintzberg?

16. A manager who motivates and inspires employees is primarily fulfilling which role?

17. Which skill is most important for top-level management?

18. What is a key characteristic of effective managers?

19. The Classical management theory emphasizes:

20. The Human Relations approach to management focuses on:

21. Which management theory emphasizes the need for adaptation to changes?

22. A manager's ability to work with people is referred to as:

23. A process of setting objectives and determining a course of action for achieving those objectives is known as:

24. Which type of planning focuses on the short term?

25. The decision-making process includes which of the following steps?

26. What is a characteristic of participative management?

27. The degree to which tasks are divided into separate jobs is known as:

28. What is the primary function of an organizational structure?

29. The process of coordinating the activities of different departments is known as:

30. Which type of organizational structure groups employees based on their function?

31. What is the primary focus of the organizational culture?

32. Which of the following is a characteristic of a strong organizational culture?

33. Which management style involves making decisions unilaterally?

34. A manager who seeks input from team members is likely using which management style?

35. Which of the following is a primary function of a manager?

36. What does the acronym SMART stand for in goal setting?

37. The process of identifying and selecting the best course of action is called:

38. A significant change in an organization typically requires which type of planning?

39. What is the role of a manager in an organization?

40. The ability to think abstractly and understand complex situations is known as:

41. Which of the following refers to the systematic evaluation of employees’ performance?