Business Studies: CUET Mock Test - 1 - Commerce MCQ

Effectiveness is concerned with doing the right things on time and efficiency is concerned with doing things in the right way.

The satisfaction of personal objectives of individuals is necessary, as only satisfied employees will help to achieve the organisational goals.

Efficiency means doing the task with minimum cost.

Provision for creche for the children of employees relates to the personal objectives.

Management has to adapt itself and its goals according to the changing needs of the business environment.

Coordination is the responsibility of all the managers.

Success of every organisation is measured by the extent to which its objectives are
achieved. Management helps in achieving both individual as well as organisational goals.

Efficiency focuses on deriving more benefits by using less resources.

Superintendent works like supervisor, he/she supervises and controls the workers. He/she also arrange material and tools to start the process.

Assertion is correct and the reason behind is that management is an intangible force. Reason is not a correct statement as the members of the organisation work towards fulfilling the common organisational goals.

A manager motivates and leads his team in such a way that individual members are able to achieve to the overall organizational objective.

The reason for the given is assertion is that coordination ensures unity of action. It acts as a binding force between departments.

• Adapts to Changing Environment: Management is dynamic because it needs to adapt to the ever-changing environment in which an organization operates. This includes changes in technology, market trends, regulations, and competition.



• Fosters Innovation: A dynamic management style encourages innovation and creativity within the organization. It allows for new ideas to be implemented and tested, leading to growth and success.



• Responds to Challenges: Dynamic management is essential for addressing challenges and overcoming obstacles that may arise. It enables quick decision-making and problem-solving to navigate through uncertainties.



• Embraces Change: Management needs to be dynamic to embrace change and stay ahead of the curve. This involves being flexible, open to new ideas, and willing to adapt strategies as needed.



• Improves Performance: By being dynamic, management can continuously evaluate and improve performance. It allows for adjustments to be made in processes, resources, and goals to achieve better outcomes.

• Efficient management motivates employees: Efficient management plays a crucial role in motivating employees to adopt changes by convincing them. When employees see that their managers are effective in leading and guiding them, they are more likely to trust and follow their direction.


• Creating a dynamic organization: Management helps in creating a dynamic organization that can adapt to changes and challenges in the external environment. A well-managed organization is more likely to innovate, grow, and stay competitive in the market.


• Achieving personal objectives: Management also helps employees in achieving their personal objectives by providing them with opportunities for growth, development, and advancement within the organization. When employees see that their personal goals align with the organization's goals, they are more likely to be motivated and engaged in their work.


• Achieving group goals: Management plays a key role in aligning individual goals with group goals, ensuring that everyone is working towards a common objective. By setting clear goals, communicating effectively, and providing support and resources, management can motivate employees to work together towards achieving shared goals.

• Role of Middle Management: Middle management plays a crucial role in interpreting and implementing the policies framed by the top management.


• Bridge between Top and Lower Levels: Middle managers act as a bridge between the top management and lower-level employees, ensuring that the policies are effectively communicated and executed.


• Understanding Strategic Goals: Middle managers are responsible for understanding the strategic goals set by the top management and translating them into actionable plans for their teams.


• Implementing Policies: Middle managers are tasked with overseeing the implementation of policies within their departments, ensuring that they align with the overall objectives of the organization.


• Feedback Loop: Middle managers also provide valuable feedback to the top management regarding the effectiveness of policies and any necessary adjustments that may be required.

• Intangible force: Efficient management satisfying its employees is an intangible force that drives employee motivation and engagement. When employees feel satisfied, they are more likely to be productive and loyal to the organization.

• Importance of Levels: Levels of management in an organisation serve as a dividing line among the different managerial posts.


• Clear Hierarchy: The levels of management help in establishing a clear hierarchy within the organisation.


• Roles and Responsibilities: Each level of management has its own set of roles and responsibilities which helps in creating a structured work environment.


• Communication: The levels of management facilitate smooth communication flow within the organisation.


• Decision Making: Different levels of management are responsible for decision-making at various levels of the organisation.


• Coordination: The levels of management help in coordinating the efforts of different departments towards achieving common goals.


• Efficiency: By clearly defining the levels of management, the organisation can ensure efficiency in operations and decision-making processes.

Therefore, the levels of management in an organisation play a crucial role in maintaining order, clarity, and efficiency within the organisational structure.

• Scalar Chain: The scalar chain is a chain of authority and communication that runs from the top of the organization to the bottom. It ensures a clear line of communication and authority within the organization.


• Top-Level Management: This refers to the senior executives or leaders of the organization who are responsible for making strategic decisions and setting goals for the company.


• Lower-Level Management: This includes middle managers and supervisors who are responsible for implementing the decisions made by top-level management and overseeing day-to-day operations.


• Vertical Chain: The scalar chain is vertical in nature, meaning it flows vertically from the top level of management to the lower levels.


• Communication: The scalar chain helps facilitate effective communication within the organization by ensuring that information flows smoothly up and down the chain of command.

• Employee Satisfaction: By providing facilities like creche, laundry, gym, and entertainment, the management helps in improving the overall satisfaction level of employees.


• Work-Life Balance: These facilities contribute to maintaining a healthy work-life balance for employees, which is essential for their personal well-being.


• Employee Retention: Offering such amenities can help in retaining talented employees as they feel valued and taken care of by the organization.

• Comfort Zone: Human resources often resist change because they are comfortable with the current way of doing things and fear the unknown.



• Job Security: Change can bring uncertainty about job roles and responsibilities, leading to resistance from employees who fear losing their jobs.



• Training and Development: Lack of training and development opportunities can make employees resistant to change as they may feel unprepared to adapt to new processes.



• Communication: Poor communication from management about the reasons for change and the benefits it will bring can lead to resistance from employees who feel left in the dark.



• Organizational Culture: If the organizational culture does not support change or encourages resistance, employees are more likely to resist adapting to new business environments.



• Leadership: Strong leadership is needed to guide employees through change and motivate them to embrace new ways of working. Without effective leadership, resistance is more likely to occur.

In conclusion, human resource resistance to change in the business environment is a common challenge that organizations face. By addressing the root causes of resistance and implementing strategies to overcome it, businesses can successfully navigate change and thrive in an ever-evolving market.

Principles of management are prepared though observations and experimentation on human beings.

Pure science principles are rigid in nature but management principles are flexible, they can change as per situation.

Principles of management are derived in two ways i.e. observation and experimentation.

Principles of scientific management are normally not adopted by the proprietary business corporate houses.

The remuneration should be fair as per the competency level of an employee without discrimination on any ground.

The statement "In case of emergency, any worker can approach the CEO of a company under Gang Plank" is true.

Gang Plank is a management philosophy that emphasizes collaboration, communication, and shared responsibility. It is based on the idea that workers should have greater autonomy and be encouraged to take ownership of their work. In a Gang Plank organization, the traditional hierarchy is flattened, and there is a greater emphasis on teamwork and collaboration.

One of the key features of Gang Plank is that it encourages open communication and transparency. This means that workers are encouraged to speak up and share their ideas, concerns, and feedback with their colleagues and managers. In case of an emergency, any worker should be able to approach the CEO or other higher-level executives to report the issue and seek help.

Therefore, the statement is true that in case of emergency, any worker can approach the CEO of a company under Gang Plank.

The statement is partially false.

The technique of "mental revolution" is indeed associated with Taylor, who believed in using cooperation and collaboration to increase productivity in the workplace. However, it is not accurate to say that this principle is derived from Taylor's scientific principle of "Cooperation not individualism."

In fact, Taylor's scientific management approach emphasized individualism, with a focus on improving efficiency through the use of standardized procedures and the division of labor. The idea of cooperation and collaboration was introduced by later management theorists, including Mary Parker Follett and Elton Mayo.

It was published in 1949.

Functional foremanship violates principle of unity of command because there are eight bosses in functional foremanship, whereas unity of command focusses on single boss.

Gang plank is used in case of urgent information. In this, employees of different departments working at the same level can
communicate directly without following the scalar chain.