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Hmts
Define partnership business

A partnership is a legal arrangement where two or more people share
responsibility for a business. They jointly own the business, share profits, work,
and potential losses.
What are the advantages of sole proprietorship business?
(c) How will you differentiate a public and a private company?
What are the functions of a manager?

The functions of a manager include :
• Planning: Setting goals, defining strategies, and creating action
plans.
• Organizing: Structuring resources, tasks, and responsibilities.
• Leading: Motivating, guiding, and supporting employees.
• Controlling: Monitoring progress, evaluating performance, and
making necessary adjustments.
For which level of management ‘Human relation skill’ is required? Give
your opinion.
While human relation skills are important at every management level,

they are especially crucial at the middle and lower levels. This is
because these managers interact directly with employees and have the
most immediate impact on their day-to-day experiences. Effective
interpersonal skills at these levels ensure a harmonious workplace,
enhance employee engagement, and contribute to the overall success
of the organization.
Discuss briefly the contribution made by Fredrick Winslow Taylor in the

field of scientific management.
in short
Certainly!
Frederick Winslow Taylor, known as the "Father of Scientific
Management," revolutionized management with the following key
contributions:
1. Scientific Analysis: Introduced systematic study of work processes
to improve efficiency.
2. Time and Motion Studies: Analyzed tasks to identify the most
efficient methods.
3. Standardization: Developed standard methods for tasks to ensure
consistency and productivity.
4. Worker Selection and Training: Emphasized selecting and training
workers based on their abilities.
5. Incentive Systems: Proposed paying workers based on their
productivity to motivate higher output.
6. Harmony and Cooperation: Advocated for cooperation between
management and workers to achieve common goals.
What are steps of organising process?
Here are the steps of the organizing process in brief:
1. Identify Objectives: Define the goals.
2. Determine Activities: List all tasks required.
3. Classify Activities: Group similar tasks together.
4. Assign Duties: Allocate tasks to individuals or teams.
5. Establish Relationships: Define reporting lines and authority.
6. Allocate Resources: Distribute resources accordingly.
7. Coordinate Efforts: Ensure all parts work together smoothly.
8. Evaluate and Adjust: Continuously improve the structure.
Explain why an organisation would choose to be decentralised.
Reasons for Decentralization:
1. Enhanced Decision-Making: Faster, local decisions.
2. Employee Empowerment: Boosts motivation and leadership.
3. Flexibility and Adaptability: Tailored solutions, quick adaptation.
4. Innovation: Encourages creativity and diverse solutions.
5. Risk Management: Reduces bottlenecks and distributes risk.
6. Customer Focus: Improves service and responsiveness.
Decentralization allows organizations to be more dynamic, responsive,
and innovative.
Discuss any two techniques to ascertain coordination in an organization.
Techniques for Coordination:
1. Clear Communication Channels:
o Regular meetings and open door policies.
o Digital tools like Slack or Teams.
2. Standard Operating Procedures (SOPs):
o Documented processes for tasks.
o Regular training and updates.
These techniques help ensure everyone is aligned and working
efficiently together.
Aspect Trait Theory Behavioral Theory
Emphasizes leader actions and

Focus Identifies leader qualities
behaviors
Key Traits like intelligence,

Learnable behaviors
Attributes confidence
Assumption Leaders are born Leaders are made
Measures individual
Measurement Measures specific actions
traits
Flexibility Less flexible More flexible
Naturally charismatic Leaders who involve and

Example
leaders communicate
in short
Sure!
Impediments in Effective Planning:
1. Lack of Clear Objectives: Unclear goals cause confusion.
2. Inadequate Resources: Limited time, money, or personnel.
3. Resistance to Change: Preference for status quo.
4. Poor Communication: Misunderstandings and lack of
coordination.
5. Lack of Commitment: Insufficient support from leadership and
employees.
6. Unrealistic Expectations: Overambitious goals or tight timelines.
7. Inflexibility: Rigidity in adapting to changes.
8. Lack of Data: Insufficient or inaccurate information.
9. Inadequate Monitoring: Poor tracking of progress.
10. Cultural Factors: Organizational culture not supportive of
planning.
Write short note on any three:

(i) Single use plan and standing plan.
(ii) Management by exception (iii) American style of management (iv)
Breakeven point.
i) Single Use Plan and Standing Plan:
• Single Use Plan:
o Designed for a specific, one-time event or project.
o Examples include project plans, budgets for special events,
and marketing campaigns.
o Once the objective is achieved, the plan is not reused.
• Standing Plan:
o Created for ongoing, repetitive activities.
o Examples include policies, procedures, and rules.
o Provides consistent guidelines and can be used repeatedly
over time.
(ii) Management by Exception:
• Management by Exception (MBE) is a managerial technique
where managers focus on significant deviations from expected
performance.
• Key Concepts:
o Managers intervene only when actual results differ
significantly from planned results.
o Routine tasks are delegated, allowing managers to focus on
critical issues.
• Benefits:
o Enhances efficiency by prioritizing significant matters.
o Empowers employees to handle day-to-day operations
independently.
(iv) Breakeven Point:
• The Breakeven Point is the level of sales at which total revenues
equal total costs, resulting in neither profit nor loss.
• Calculation:
o Breakeven Point (Units) = Fixed Costs / (Selling Price per Unit
- Variable Cost per Unit)
o Breakeven Point (Sales) = Fixed Costs / Contribution Margin
Ratio
• Significance:
o Helps businesses determine the minimum sales volume
needed to avoid losses.
o Useful for financial planning and decision-making.
Aspect Leader Manager
Vision and long- Planning and short-

Focus
term goals term objectives
Innovates and Organizes and

Approach
drives change maintains stability
Inspires and Directs and

Motivation energizes the monitors
team performance
People-oriented, Process-oriented,
Orientation builds focuses on
relationships efficiency
Willing to take Prefers to minimize

Risk
risks risks
Often makes
Decision Involves team
decisions
Making members
independently
Embraces and Manages and

Change
drives change resists change
Uses persuasion Uses formal

Communication and emotional communication and
intelligence structure
SHORT
Span of Management:
• Definition: The number of subordinates a manager can effectively
supervise.
Factors Influencing Span of Management:
1. Complexity of Work:
o Simple Tasks: Allows a wider span of control.
o Complex Tasks: Requires a narrower span of control.
2. Competence of Employees:
o Experienced Employees: Can handle a broader span of
control.
o Inexperienced Employees: Need a narrower span of control for more
guidance
Managerial Roles:
1. Facilitator:
o Encourages Participation: Involves all team members.
o Removes Obstacles: Clears barriers to progress.
o Promotes Collaboration: Supports teamwork.
2. Disseminator:
o Informs: Shares relevant information.
o Clarifies: Explains policies clearly.
o Feedback Loop: Communicates team feedback to management.
3. Negotiator:
o Resolves Conflicts: Mediates disputes.
o Secures Resources: Negotiates for necessary resources.
o Balances Interests: Finds solutions acceptable to stakeholders.
in short
Sure! Here are the three methods of performance appraisal in brief:
1. Ranking Method
• Ranks employees from best to worst.
• Pros: Simple and straightforward.
• Cons: Can be subjective and may foster competition.
2. Graphic Rating Scale
• Rates employees on various traits using a numerical scale.
• Pros: Easy to use and provides quantitative data.
• Cons: Can be subjective and might not capture job complexity.
3. Behaviorally Anchored Rating Scales (BARS)
• Rates behaviors with specific examples linked to numerical ratings.
• Pros: Clear standards and reduced subjectivity.
• Cons: Time-consuming to develop and maintain.
ierarchy of a multinational corporation (MNC):

Top-Level Management
• Board of Directors
• CEO (Chief Executive Officer)
• C-Suite Executives (CFO, COO, etc.)
Middle-Level Management
• Regional Managers
• Division Heads
• Department Managers
Lower-Level Management
• Supervisors
• Team Leaders
Operational Level
• Employees
• Support Staff
If you need more details, just let me know!

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Hmts

Define partnership business

(c) How will you differentiate a public and a private company?

What are the functions of a manager?

While human relation skills are important at every management level,

Discuss briefly the contribution made by Fredrick Winslow Taylor in the

Emphasizes leader actions and

Key Traits like intelligence,

Assumption Leaders are born Leaders are made

Flexibility Less flexible More flexible

Naturally charismatic Leaders who involve and

Write short note on any three:

Vision and long- Planning and short-

Innovates and Organizes and

Inspires and Directs and

Willing to take Prefers to minimize

Embraces and Manages and

Uses persuasion Uses formal

ierarchy of a multinational corporation (MNC):

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