Principles and Practices of Management — Question Paper

Triple Bottom Line measures success on social (people), environmental (planet) and financial (profit) dimensions.

Organising arranges resources, groups activities and establishes authority relationships to implement plans.

Coordination integrates efforts to achieve organisational objectives without conflict or duplication.

Management adapts to changes in technology, competition, laws and customer needs; hence it is dynamic.

Ethics concerns right and wrong behaviour and moral standards in business decisions.

Wide span means one manager supervises many, leading to fewer levels and a flat structure.

Unity of command: each employee should have only one boss to avoid confusion and conflict.

Standard procedures and formats reduce variation and confusion, improving coordination across units.

Feedforward control is preventive, done before the activity begins to avoid deviations.

SWOT stands for Strengths, Weaknesses, Opportunities and Threats.

Supervision is guiding and monitoring subordinates’ work to ensure correct and timely completion.

Reducing pollution and managing waste responsibly are core CSR/environment responsibilities.

Implementation allocates resources, aligns structure/culture and executes action plans.

Essentials of control include being simple, economical, flexible, timely and objective.

When work is divided, departments become interdependent and need coordination for smooth functioning.

Product departmentation suits firms handling multiple products, as each product division can focus on its own results.

Forecasting provides future assumptions (demand, price, etc.) to make plans realistic.

Mission states what the organisation does, for whom and why.

Weber’s ideal bureaucracy focuses on formal rules, clear hierarchy, and merit-based systems.