1- Management philosophy and approaches

Question 1

Management styles

Answer 1

1. Democratic
2. laissez-Faire
3. Autocratic
4. charismatic
5. Coach
6. Pace setting
7. Bureaucratic
8. Transactional

Question 2

Democratic management style

Answer 2

1. Her leaders seek input from their employees before making business decisions
2. They engage employees by Being open to new ideas and granting employees freedom to use their voice and share their opinions
3. This management style can create strong bonds between employees and leaders

Question 3

laissez-Faire

Answer 3

1. Here leaders Grant Their employees full freedom to work on their task independently
2. This style works best when managing highly experienced professionals
3. When employees are given freedom they often demonstrate greater initiative

Question 4

autocratic

Answer 4

1. Her leader will have Complete authority of making decisions without interfering the employees
2. The leader manages the employees to ensure that they follow company policies and rely on authority to provide instructions
3. this might be useful in emergencies

Question 5

Charismatic

Answer 5

1. Her leaders are charming highly persuasive and deeply committed to their work
2. These leaders are also interested in building personal relationships and motivating the team around common goal
3. common goal This style is useful for helping employees feel supported highly engaged and motivated towards achieving disease objectives

Question 6

coach management

Answer 6

1. Often possess qualities like sports coach
2. They are dedicated to their employees development and quickly identify which motivates each employee to succeed
3. Here leaders are killed in recognising each employee’s unique strengths and weakness in determining how to help them to become better professional

Question 7

pace setting

Answer 7

1. leaders at high standards for their team and especially concerned with speed and Efficiency
2. These leaders always seek no new ways to become more produ….nd expect the same from the employees

Question 8

beurocratic

Answer 8

1. Focus the assembly specific duties to employees within well defined hierarchy
2. They’re less concerned with collaboration and more interested in following rules and procedures
3. these leaders assigned each employee a set of responsibilities and independent tasks and all work is streamlined from top to bottom

Question 9

Transactional

Answer 9

1. Leaders increase employees performance with positive rewards like bonuses and incentives and respond to negative outcomes with disciplinary actions
2. They often act as mentors and provide explicit instructions to help in increasing performance and ensuring consistency to meet expectations

Question 10

managerial approaches

Answer 10

1. Reddin’s 3D model
2. classical approach
3. the humans realtion approach
4. the syatems approach
5. the contingency approach

Question 11

I- Reddin’s 3D approach

Answer 11

1. According to Reddit’s 3D approach effectiveness cannot be measured simply in terms of achieving production or relationships with other people
2. The manager must be easily adaptable to any appropriate style of behaviour according to the situation which determines effectiveness in achieving output requirements of the job
   “ General criteria for managerial effectiveness”
3. Overall effectiveness
4. Relationships with subordinates
5. Decision making problem solving self development of the management maintenance of organisation
6. coping with ambiguity and handling the conflict

Question 12

managerial approaches (reddin’s 3D)

Answer 12

According to Reddin’s 3D theory:
1. Bureaucrat (1-4 More Effective Styles)
2. Benevolent Autocrat
3. Developer
4. Executive
5. Deserter (5-8 Less Effective Styles)
6. Autocrat
7. Missionary
8. Compromiser

Question 13

1- Bureaucrat

Answer 13

1. They show low concern for both tasks and relationships
2. Manager is always interested in rules and procedures to control the situation

Question 14

2- Benevolent autocrat

Answer 14

1. High concern for task and low concern for relationships
2. Managers all they want is how to achieve it without fail

Question 15

3- Developer

Answer 15

1. Highly concerned for relationships and low concern for tasks
2. Manager is highly trusted in people and concerned mainly with developing them as individuals

Question 16

4- Executive

Answer 16

1. High concern for both task and relationships
2. Manager will be a good motivator, sets high standards And also treats people as individuals

Question 17

5- Deserter

Answer 17

1. Low concern for board task and relationship(This behaviour is inappropriate)
2. He lacks involvement in team management

Question 18

6- Autocrat

Answer 18

1. High concern for tasks and relationships
2. Manager Lacks Trust in others and only interested in task in hand

Question 19

7- Missionary

Answer 19

1. High consumption relationships low concern for tasks
2. Manager is highly interested in preserving harmony

Question 20

8- compromiser

Answer 20

1. Shows high concern for both tasks and relationships in a situation where high concern is not at all required on any of it or requires only for one
2. The manager is poor decision maker, too easily influenced by the pressure of situation and for avoiding immediate pressure and problems at the expense of maximising long term output

Question 21

II- classical appr

Answer 21

1. classical approach to management focuses on centralized authority, labor specialization and incentives to optimize productivity in an organization and, in turn, drive profits.
2. Workplaces are segregated into three levels of authority: business leaders or top-level management, middle management and supervisors. Work is divided among individual workers who specialize in their own distinctive fields.
   subgrps:
3. scientific appr
4. administrative management
5. bureaucratic

Question 22

scientic appr

Answer 22

1. Frederick W Taylor is known as father of scientific management
2. This branch of classical theory focuses on scientific methods and empirical research to examine the most effective methods to accomplish specific task
3. Eight aims to extract best out of every employee by assigning jobs based on employees kill set and competency
4. Workflows divided between managers and employees managers strategize train and monitor employees employees perform their assigned rules
5. This model is often referred to as machine theory model

Question 23

Administrative management

Answer 23

1. Majorly proposed by Henry Fayol, A French industrialist
2. It aims to improve organisational productivity by focusing on methods that managers can use to synchronise internal process
3. Fayol Believed managerial practises are the key to driving efficiency in organisations
4. Hence this branch seeks to heighten managerial performance instead of individual work efficiency

Question 24

Bureaucratic management
(In detail in the document)

Answer 24

1. Bureaucratic management branch is developed by Max Weber the father of modern sociology
2. An ideal organisation or bureaucracy has a hierarchical structure of management with clearly defined rules and regulations
3. Labour is divided and relationships are impersonal
4. This ensures order and uniformity throughout an organisation producing a specialised workforce

Question 25

III- Human relations approach

Answer 25

1. During 1920s, The ears of Great Depression greater attention began to be paid to the social factors at work and to the behaviour of employees within the organisation that is human relations
2. Human relations approach got a greater understanding of peoples psychology and social needs at work and also improving the process of Management
3. It Is mainly concerned about individual worker rather than the whole organisation
4. It recognised the importance of informal organisation which is always be present with informal structure
5. This informal organisation always influence and effect motivation of employees who work through the values and attitudes of their colleagues
6. HR writers demonstrated that people go to work to satisfy a complexity of needs and not for simply monetary reward
7. HR approach was about people with organisation whereas classical approach was concerned about organisation without people

Question 26

IV- Systems approach

Answer 26

• Ludwig von, Biologist—- one of the Founders of this appr
  1. The theory Says that the system is not simply collection of individual parts but rather organised whole where the interdependence of its parts contribute the unique characteristics of entire system
  2. Every system including organisation is composed of interdependent Subsystems which themselves can consist smaller subsystems
  3. It acts as open systems
  4. Unlike closed systems open systems interact With an external environment relying it for information and materials these interactions influence functioning of the systems as they adapt changes in external environment ensuring the continued viability and survival

Question 27

V- Contingency approach

Answer 27

1. Contingency approach emerged from valuable Research conducted by experts .
2. These scholars explored the relationship between organisational structure and environmental conditions
3. They showed the importance of aligning management practises with specific situational factors
4. They analysed British And Scottish films And found two distinct organisational structures mechanistic and organic and two environments stable and dynamic
5. Notably they found that organisations with stable environment followed Mechanistic structure and org..n with dynamic Environment chose organic structures
   overview:
   1) organisation should follow any techniques or measures depending upon the specific situation
   2) Management success rely on ability to cope up with the environment
   3) An organisation should understand that There is no universal best Approach or strategy, Approaches or strateg should be changed according to the situation change

Question 28

Hawthorne experiments

Answer 28

1. These studies gave academic status to study of ob
2. These experiments are done in General Electric Company in Chicago where Hawthorn works
3. Elton Mayo Is responsible for conducting these studies
4. These studies Reflected the approach of getting greater efficiency by improving tools and methods of work
   The research involved three sets of studies:
   1) Illumination studies
   2) The relay assembly room studies
   3) Bank wiring room study

Question 29

i- Illumination studies

Answer 29

1. Conducted between 1924 and 1927
2. They made two groups experimental group and
3. experimental group: The lighting was altered
4. control group Constant level of lighting— A group made for comparison of experimental grp
5. The researchers Roughly observed any differences, So they concluded that lighting is not the factor and discontinued the project

Question 30

ii- Relay assembly room Study

Answer 30

1. Took between 1927 and 1933
2. They studied women who assembled Electric relays in Royal Assembly test room who were away from others
3. They changed usual supervisor arrangements so that there would be no official supervisor instead workers would operate under general direction of researchers
4. And also changed work conditions And gave few special privileges such as leaving their work without permission, Free mid - morning lunch, A work day that has half shorter, a five day workweek and variation in methods of payment
5. Researchers found that change of supervisor arrangements shown major difference and other privileges shown lesser importance

Question 31

iii- Bank wiring room studies

Answer 31

1. Conducted between 1931 and 1932
2. Motivation to conduct 3rd set of studies is based on second set of studies\
3. It is conducted on group of 14 men who wired telephone banks was observed in standard shop condition
4. An observer is stationed in the room An instructor to take continuous notes on workers actions
5. For initial three weeks workers were unhappy at got relaxed
6. They observed Behavioural norms brought greater productivity

Does Hawthorne studies laid a foundation for understanding peoples social and psychological behaviour in workplace

Question 32

Contribution of Henry fayol

Answer 32

1. his contributions termed as operational management or administrative management(Administrative management in Classical approach)
2. He used the term Administration instead of Management emphasising that there is unity of signs of administration
3. Payol Said that principles of management are flexible and not absolute and are useful regardless of changing and special conditions
4. He found activities of organisation could be divided into six groups
   i. Technical Related to production
   ii. Commercial Related to buying selling and exchange
   iii. Financial Search for capital and its optimum use
   iv. Security Protection of property and person
   v. Accounting Including statistics
   vi. managerial Planning organising commanding coordination and control

** fayol’s Approach of Management**
1. Managerial qualities and training
2. General principles of Management
3. Elements of management

1. Managerial qualities and training
Six types of qualities a manager requires:
1) Physical- health vigour addresses
2) Mental - ability to understand and learn judgement mental vigour and capability
3) Moral - energy firmness initiative loyalty tact and dignity
4) Education general acquittance with matters not belonging executive to function performed
5) Technical - Peculiar to function being performed
6) Experience - arising from work

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