Short Answer Questions Principles of Management - Business Studies (BST)

Very Short Answer Type Questions

Q1: How are management principles derived?
Ans: Management principles are derived from careful observation of managerial practice, systematic analysis of events and experimental studies. They emerge by comparing real situations, identifying regularities and testing solutions to find generalised guidelines for managers.
Q2: Give anyone difference between Principle and Technique.
Ans: A principle is a general guideline that directs decision making, while a technique is a specific method or procedure used to carry out a task. Principles tell what to do; techniques show how to do it.
Q3: What is meant by 'Universality of management principles'?
OR
Why is it said that management principles are universal?
Ans: It means that management principles apply to all types of organisations - public or private, small or large, profit or non-profit - and at all managerial levels. Their core ideas are useful across different activities and industries.
Q4: The principles of management aren't rigid and can be modified when the situation demands. Which nature of principles is being discussed here?
Ans: Flexibility. Principles can be adapted to suit different situations, people and times rather than applied mechanically.
Q5: Define scientific management.
Ans: Scientific management is the application of scientific methods and systematic study to managerial decision making and work processes to improve efficiency and productivity.
Q6: List any two principle of 'Scientific Management' formulated by Taylor for managing an organization scientifically.
Ans: (i) Science, not rule of thumb.
(ii) Harmony, not discord.
Q7: Factory owners or managers relied on personal judgment in attending to the problems they confronted in the course of managing their work. Which principle of Taylor is it referring to ?
Ans: It refers to the practice of using a 'rule of thumb', which Taylor criticised and replaced with scientific methods.
Q8: What do you mean by Mental Revolution?
Ans: Mental Revolution means a fundamental change in attitude by both managers and workers from mutual opposition to cooperation and mutual interest, leading to improved relationships and efficiency.
Q9: Principle of cooperation, not individualism, is an extension of which principle given by Fayol?
Ans: It is an extension of the principle "Harmony, not discord."
Q10: What is the aim of Method study?
Ans: The aim of method study is to identify and establish the one best method of performing a job so as to increase efficiency and reduce waste.
Q11: What is the aim of doing motion study?
Ans: The aim of motion study is to remove unnecessary movements in a job so that tasks are done faster and with less fatigue, ensuring timely completion of work.
Q12: What is the purpose of time study?
Ans: To estimate and determine a fair day's work by measuring the time required for tasks and setting standard times for performance.
Q13: Name the techniques of Taylor which is the strongest motivator for a worker to reach standard performance.
Ans: The Differential Piece Wage system, which ties pay to output and motivates workers to attain or exceed standards.
Q14: The directors of XYZ limited, an organization manufacturing computer, want to double the sales and have given the responsibility to the sales manager. The sales manager has no authority either to increase sales expense or appoint new salesmen. Hence, he could not achieve this target.Identify the principle violated in this situation.
Ans: Principle of Authority and Responsibility. Responsibility was given without corresponding authority, making it impossible for the manager to meet the target.
Q15: A company manufacturing motorcycles and cars should have separate divisions for both, headed by separate divisional managers, separate plans and resources. Identify the principle with the help of this example.
Ans: Unity of Direction. Each product line has its own direction, plan and head to ensure coordinated action towards its specific objectives.

Short Answer Type Questions 

Q1: What do you mean by management principles?
Ans: Management principles are general statements of truth about managerial phenomena which guide thought and action. They:
- Establish cause-and-effect relationships that help predict results of managerial decisions.
- Serve as guidelines for managers in planning, organising, directing and controlling.
- Help managers achieve objectives economically, effectively and efficiently by sharpening decision-making and improving competence. For example, the principle of division of labour raises efficiency and contributes to economy and effectiveness.
Q2: How are management principles derived?
OR
"Management principles are evolutionary." Explain.
OR
"Derivation of management principles may be said to be a matter of science." Explain.
Ans: Management principles evolve over time through systematic observation and experimentation rather than being imposed arbitrarily. Two common methods of deriving them are:
(i) Observation method: Researchers and practitioners observe real managerial situations and analyse common patterns. For example, observing that separating a job into parts increased productivity led to the principle of division of labour.
(ii) Experimental method: Controlled experiments are used to test ideas and validate principles. For example, comparing work units with different supervisory patterns showed that a single superior working with one subordinate often performs better, supporting the principle of unity of command.
Thus, principles are the product of repeated practical experience and scientific testing. While their derivation is scientific, their application requires managerial skill and judgement - it remains an art.
Q3: Give three points reflecting the nature of management principles.
Ans: Management principles are (any three):
(i) Universal in application - useful across organisations and levels.
(ii) General guidelines - they direct managerial action but do not prescribe exact steps.
(iii) Flexible - they can be adapted to suit different situations.
(iv) Formed by practice and experimentation.
(v) They establish cause and effect relationships to aid decision making.
Q4: "Principles of management achieve results economically." Explain?
Ans: Principles help managers set clear, realistic objectives and use resources efficiently. When employees participate in objective-setting, their commitment rises and effort increases. For example, applying the principle of maximum output raises production, which lowers cost per unit. Lower unit cost improves profitability and ensures resources are used economically.
Q5: Define scientific management and name any three of its principles.
Ans:  According to Taylor, "Scientific management means knowing exactly what you want your men to do and seeing that they do it in the best and cheapest way." Three principles of scientific management are:
(i) Science, not rule of thumb - replace personal judgement with systematic study.
(ii) Harmony, not discord - cooperation between management and workers.
(iii) Cooperation, not individualism - joint effort to achieve organisational goals.
Q6: Explain the objectives of standardization.
Ans: Standardization aims to:
(i) Ensure products have fixed types, sizes and characteristics for uniformity.
(ii) Bring about interchangeability of parts and compatibility across branches and plants.
(iii) Set uniform performance standards for workers and machines to improve quality and simplify production and control.
Q7: Which technique of Taylor suggests that each worker should be supervised by specialists? Give the designations of any four specialists suggested by him.
Ans: The technique is functional foremanship, which proposes supervision by specialised foremen. Four specialist designations suggested by Taylor are:
(i) Instruction Card Clerk
(ii) Route Clerk
(iii) Time and Cost Clerk
(iv) Disciplinarian
Q8: 'Discipline is double-edged tool' Comment.
Ans: Discipline supports order and proper functioning but can be harmful if applied harshly. On the positive side, discipline ensures punctuality, adherence to rules and smooth operations. On the negative side, excessive rigidity or unfair enforcement can demotivate employees and reduce initiative. To be effective, discipline must be fair, consistent and balanced with motivation and proper leadership.
Q9: Explain the principle of unity of direction.
Ans: The principle of unity of direction means that activities having the same objective should be directed by one manager under one plan. This ensures coordinated action, avoids duplication and aligns efforts. For example, separate divisions for two different products should have their own managers, plans and resources so each division follows a single unified direction.
Q10: An organization follows the principles of management. What are the adverse effects of each of the following principles of management on the organization?
(i) Unity of Command
(ii) Order
(iii) Stability of tenure of personnel
Ans: Adverse effects of said principles are:
(i) Unity of Command: If rigidly applied, it may overload a single superior with decisions, causing delays when that superior is unavailable or slow, and reducing flexibility in rapidly changing situations.
(ii) Order: Excessive emphasis on order may lead to monotony and boredom among employees because of strict routines and little scope for creativity.
(iii) Stability of personnel: Too much stability without rotation can cause narrow specialisation; employees may become highly skilled in one narrow task but lack versatility and broader managerial understanding.
Q11: Explain how principles of management
(i) Help the managers in taking scientific decisions
(ii) Provide the managers with useful insights into real world situations
Ans: (i) Principles provide a systematic body of knowledge and tested cause-and-effect relationships that managers can apply when making decisions. They offer general rules and standards (for example, on delegation, planning or control), help in forecasting outcomes, reduce guesswork and allow managers to choose alternatives based on proven results rather than intuition.
(ii) Principles give managers practical insights into how organisations behave in different situations. They highlight likely consequences of actions, suggest best practices and help in diagnosing problems. By applying these principles, managers can interpret real world events, adapt solutions to local conditions and take informed, context-sensitive actions.