CLASS XII: CHAPTER 2 QUESTION BANK
Principles of Management | 10 Practice Sets (CBSE 2026-27)
📌 General Instructions for All Sets:
- Maximum Marks: 25 | Time Allowed: 45 Minutes
- Questions 1-5 are objective type carrying 1 mark each (MCQs & Assertion-Reasoning).
- Questions 6-7 are short answer type carrying 3 marks each (30-40 words).
- Questions 8-9 are short answer type carrying 4 marks each (50-80 words).
- Question 10 is a long answer type carrying 6 marks (100-150 words).
- Strictly adhere to the CBSE Competency/Case-Based format.
📄 PRACTICE PAPER - SET 1 (Level: Easy - Fundamental Concepts)
SECTION A (3 Marks x 2 = 6 Marks)
1. "Principles of Management are not rigid prescriptions, but they are highly significant for the smooth functioning of any organization." Support this statement by explaining any three points that highlight the significance of Principles of Management. (3 Marks)
2. Differentiate between Henri Fayol's principles of 'Unity of Command' and 'Unity of Direction' on the basis of: (a) Meaning (b) Aim/Objective (3 Marks)
SECTION B (4 Marks x 2 = 8 Marks)
3. Explain the concept of 'Principles of Management'. How are management principles fundamentally different from 'Techniques' of management? (4 Marks)
[Case-Based] Mr. Arun is the Operations Head at 'Smart Build Ltd.' He firmly believes that giving workers the freedom to think and execute their own plans will create chaos on the factory floor. Therefore, he expects strict mechanical obedience and does not entertain any suggestions for improvement from his subordinates. Furthermore, he pays his male floor-workers slightly more than his female floor-workers, arguing that men inherently possess more physical stamina, even though they perform the exact same tasks.
4. (a) Identify the two principles of management given by Henri Fayol that are being violated by Mr. Arun. (b) Explain both of the identified principles. (4 Marks)
SECTION C (6 Marks x 1 = 6 Marks)
[Case-Based] 'Global Apparels' is a rapidly expanding garment manufacturing company. To meet rising market demand, they recently hired 50 new tailors. The Production Manager, Ms. Neha, assigned the tasks of cutting, stitching, fixing buttons, and packaging to every tailor individually (meaning each tailor had to do all four tasks from start to finish). This resulted in massive delays and poor finishing quality.
Additionally, Ms. Neha retained all decision-making powers; tailors had to wait for her approval even to replace broken needles or fetch extra thread from the store. To make matters worse, she constantly threatened the new tailors that they would be fired immediately if they did not meet their daily targets, leading to immense job insecurity and a high resignation rate.
Additionally, Ms. Neha retained all decision-making powers; tailors had to wait for her approval even to replace broken needles or fetch extra thread from the store. To make matters worse, she constantly threatened the new tailors that they would be fired immediately if they did not meet their daily targets, leading to immense job insecurity and a high resignation rate.
5. (a) Identify and explain the three principles of management given by Henri Fayol that are being violated by Ms. Neha. (b) By violating these principles, Ms. Neha is missing out on the benefits of applying management principles. Discuss any three points highlighting the significance of management principles that are directly relevant to solving the problems faced by 'Global Apparels'. (6 Marks)
📄 PRACTICE PAPER - SET 2 (Level: Moderate - Application & Analysis)
SECTION A (1 Mark Each)
1. The technique of scientific management designed to find out how many times a worker needs to pause and rest to regain stamina during a shift is called:
[Case-Based] The directors of 'Bata Ltd.' decided that men and women working at the same level, performing identical tasks, should be paid the exact same salary without any discrimination.
2. Which principle of management is being highlighted here?
(a) Remuneration (b) Equity (c) Discipline (d) Order
[Case-Based] F.W. Taylor strongly advocated for a complete transformation in the mindset of both workers and management.
3. He termed this transformation as:
(a) Mental Revolution (b) Science, not rule of thumb (c) Functional Foremanship (d) Standardization
4. Assertion (A): Management principles are flexible and can be modified by the manager when the situation demands.
Reason (R): Management principles are not rigid prescriptions; they are general guidelines for decision-making.
(a) Both A and R are true & R is correct explanation. (b) Both true but R is not explanation.
5. Assertion (A): The principle of 'Order' means that people should be instructed strictly without any questions asked.
Reason (R): 'Order' in management means a place for everything and everyone, and everything and everyone should be in its designated place.
(a) Both A and R are true & R is correct explanation. (b) Both true but R is not explanation.
SECTION B (3 Marks Each)
6. How do principles of management help in 'optimum utilization of resources and effective administration'? Explain.
[Case-Based] Mr. Aakash, the CEO of an IT company, was purchasing new laptops for the office. His brother runs a computer hardware shop. Instead of taking competitive bids, Mr. Aakash gave the contract to his brother at a 15% higher rate than the market price.
7. Which principle of management did Mr. Aakash violate? Explain it briefly.
SECTION C (4 Marks Each)
8. F.W. Taylor devised a specific wage system to differentiate between efficient and inefficient workers. Name this system and explain how it works with a brief example.
[Case-Based] 'Puma Corp' was expanding rapidly. The CEO realized that he was burdened with routine decisions, delaying important strategic plans. He decided to pass on the decision-making authority for routine matters to his middle and lower-level managers, while retaining the authority for major financial decisions.
9. Identify and explain the principle of management followed by the CEO.
SECTION D (6 Marks Each)
[Case-Based] In a garment factory, the manager noticed that workers were wasting a lot of time lifting heavy fabric rolls manually. He immediately hired an expert who studied the process and eliminated all unnecessary movements, designing a simple trolley system instead. The expert also determined the standard time required to stitch one shirt so that daily targets could be fixed objectively. Finally, he separated the 'planning' function from the 'execution' function by appointing eight specialized supervisors (like Route Clerk, Gang Boss, Speed Boss, etc.) to guide the workers.
10. By quoting lines from the text, identify and explain the three techniques of Scientific Management discussed in this case.
📄 PRACTICE PAPER - SET 3 (Level: Moderate-High - Nuanced Competency)
SECTION A (1 Mark Each)
1. Under Functional Foremanship, the supervisor responsible for ensuring that the machines and tools are kept in ready condition for operation is the:
[Case-Based] A marketing manager encourages his team members to come up with new advertising strategies. When one employee suggests a brilliant social media campaign, the manager praises him and implements the idea.
2. Which principle of Fayol is the manager following?
(a) Discipline (b) Initiative (c) Equity (d) Authority
3. "One head and one plan" for a group of activities having the same objective is the core meaning of which principle?
4. Assertion (A): The principle of 'Stability of Personnel' suggests that employees should be given reasonable time to show results.
Reason (R): Frequent transfers and high employee turnover reduce the efficiency of the organization and increase recruitment costs.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
5. Assertion (A): Simplification of work aims at establishing standards of excellence and quality in materials.
Reason (R): Standardization aims at eliminating superfluous varieties, sizes, and dimensions of products.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
SECTION B (3 Marks Each)
[Case-Based] 'Xenon Ltd.' has a very strict management. Employees are not allowed to voice their opinions. Furthermore, the company changes its sales staff every three months if they don't meet targets, leaving employees feeling highly insecure.
6. Identify and explain the principle of management being violated by changing staff frequently.
7. Explain the techniques of 'Standardization' and 'Simplification' of work as given by F.W. Taylor.
SECTION C (4 Marks Each)
[Case-Based] Aman is given the responsibility to arrange a corporate event. However, he is not given the power to withdraw cash from the accounts department to book the venue. As a result, the event is delayed, and Aman is blamed by the directors.
8. Identify and explain the principle of management violated here. Who is actually at fault?
9. Explain Taylor's principle of 'Development of Each and Every Person to His or Her Greatest Efficiency and Prosperity'.
SECTION D (6 Marks Each)
[Case-Based] 'SilverSpoons Restaurant' was facing severe operational issues. The waiters were often seen wandering around looking for clean plates because there was no fixed place to keep them. The chefs were confused as they were taking orders from both the Restaurant Manager and the Head Chef simultaneously, leading to wrong dishes being prepared. Furthermore, the management had promised a 10% bonus to the staff for working during the festive season, but later refused to pay it, breaking their commitment.
10. By quoting lines from the paragraph, identify and explain the three principles of management (given by Henri Fayol) that are being violated in the restaurant.
📄 PRACTICE PAPER - SET 4 (Level: Hard - Analytical Competency)
SECTION A (1 Mark Each)
1. While Henri Fayol’s principles focus on the efficiency of the top management and overall administration, F.W. Taylor’s principles primarily focus on the efficiency of:
[Case-Based] A manager notices that raw materials are scattered all over the factory floor, causing delays and accidents. He immediately assigns specific bins and designated zones for each type of material.
2. Which principle of management is he implementing?
(a) Discipline (b) Order (c) Equity (d) Standardization
3. Which of the following is NOT a technique of Scientific Management given by Taylor?
4. Assertion (A): According to Fayol, 'Esprit De Corps' means replacing 'I' with 'We' in all conversations and actions.
Reason (R): It promotes teamwork, helps to realize group goals, and minimizes the need for using penalties.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
5. Assertion (A): An organization should be completely decentralized.
Reason (R): Fayol suggested that there should be a proper balance between centralization (retaining authority at the top) and decentralization (sharing authority).
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
SECTION B (3 Marks Each)
6. Explain Taylor's principle of 'Science, not Rule of Thumb' with a brief example.
[Case-Based] Mr. Rohan, the purchase manager of a company, has to buy 100 tons of raw material. His son owns a supplier agency and offers the material at ₹500 per ton. However, another verified supplier offers the exact same quality at ₹450 per ton. Mr. Rohan awards the contract to his son.
7. Which principle of Fayol has he violated? Explain it briefly.
SECTION C (4 Marks Each)
8. Differentiate between 'Time Study' and 'Motion Study' on the basis of: (a) Meaning, (b) Purpose, (c) Use of tools, and (d) Final Outcome.
[Case-Based] The sales team at 'Zenith Gadgets' came up with a brilliant, cost-effective digital marketing plan. However, the Marketing Head completely dismissed their ideas without even looking at the presentation, stating that "planning is the job of superiors only."
9. Identify the principle of management violated here and explain any two positive effects if this principle had been followed.
SECTION D (6 Marks Each)
[Case-Based] 'Apex Manufacturing' was experiencing a massive drop in profits. A new CEO, Ms. Divya, took charge. She observed three main issues: First, employees were receiving orders from the Production Head as well as the Sales Head, leading to chaos and missed deadlines. Second, the salary structure was highly unfair, and workers felt they were not being paid enough for the long hours they put in. Third, employees were constantly living in fear of being fired without notice, causing high anxiety and zero loyalty. Ms. Divya immediately restructured the reporting lines, increased the base wages to match the industry standard, and issued permanent contracts to workers who completed a 6-month probation.
10. By quoting lines from the paragraph, identify and explain the three principles of management (given by Fayol) applied by Ms. Divya to resolve the issues.
📄 PRACTICE PAPER - SET 5 (Level: Advanced - Evaluation Competency)
SECTION A (1 Mark Each)
[Case-Based] Under functional foremanship, an employee's machine breaks down.
1. Which specialist boss should he contact to get it fixed?
(a) Speed Boss (b) Gang Boss (c) Repair Boss (d) Route Clerk
2. The 'Gang Plank' is an exception to the principle of Scalar Chain. It is permitted only in:
[Case-Based] 'MegaCorp Ltd.' has two main divisions: Cosmetics and Footwear. However, both divisions share the same marketing team, the same budget, and the same promotional plan, leading to massive confusion and overlapping of tasks.
3. Which principle of Fayol is being violated?
(a) Unity of Command (b) Unity of Direction (c) Division of Work (d) Centralization
4. Assertion (A): Taylor's 'Differential Piece Wage System' strongly motivates inefficient workers to become efficient.
Reason (R): Under this system, a worker who produces above the standard target is paid at a higher rate per unit than a worker who produces below the standard target.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
5. Assertion (A): The principle of Equity implies that everyone in the organization should be paid the exact same salary.
Reason (R): Equity means no discrimination against anyone on account of sex, religion, language, caste, or belief; it demands kind, fair, and just treatment.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
SECTION B (3 Marks Each)
6. Explain the principle of 'Harmony, Not Discord' as given by F.W. Taylor.
[Case-Based] An employee is given the responsibility to complete a project within a week but is not given access to the company's secure database required for the research. The project fails, and the employee is penalized.
7. Which principle of management has the manager violated? Briefly explain the concept.
SECTION C (4 Marks Each)
8. Briefly explain the following two techniques of Scientific Management: (a) Method Study (b) Fatigue Study.
[Case-Based] 'Neelkamal Fabrics' wants to introduce a new shift system for its workers. The management unilaterally decides the shift timings and enforces them. The workers resist the change and go on a slow-down strike. Taylor suggests that there should be an almost equal division of work and responsibility between workers and management.
9. Identify and explain the principle of Scientific Management violated by the management.
SECTION D (6 Marks Each)
[Case-Based] 'StarMobiles' used to manufacture 50 different models of mobile phones, many of which had overlapping features and poor sales. The new production manager, Mr. Sahil, analyzed the data and discontinued 30 unprofitable models, focusing only on 20 distinct models. Furthermore, he noticed workers using different, personalized methods to assemble the phones, leading to quality issues. He studied the best practices and established one standard way of assembling phones across the entire factory. To ensure this was followed, he separated the planning department from the production department.
10. By quoting lines from the paragraph, identify and explain the three techniques of Scientific Management applied by Mr. Sahil.
📄 PRACTICE PAPER - SET 6
SECTION A (1 Mark Each x 5 = 5 Marks)
1. Assertion (A): Taylor advocated that there is only one best method to maximize efficiency, which can be developed through study and analysis.
Reason (R): Scientific management relies on the "Rule of Thumb" to ensure decisions are based on the manager's personal judgment.
(a) Both (A) and (R) are true, and (R) is the correct explanation of (A). (b) Both (A) and (R) are true, but (R) is not the correct explanation of (A).
2. Assertion (A): "Mental Revolution" calls for a complete change in the mindset of both management and workers towards each other.
Reason (R): Both management and workers should realize that they require one another and should aim for the maximization of the organization's surplus.
(a) Both (A) and (R) are true, and (R) is the correct explanation of (A). (b) Both (A) and (R) are true, but (R) is not the correct explanation of (A).
3. Which specific technique of Taylor violates the principle of 'Unity of Command' proposed by Fayol?
4. The technique of scientific management that aims to differentiate between efficient and inefficient workers is:
5. Paternalistic style of management, where the employer takes care of the needs of employees, is best associated with which principle of Scientific Management?
SECTION B (3 Marks Each x 2 = 6 Marks)
6. Explain 'Standardisation and Simplification of Work' as a technique of scientific management. (3)
[Case-Based] ABC Ltd. manufactures automobile spare parts. Recently, the production manager noticed that workers were getting exhausted quickly, leading to a significant drop in output and an increase in accidents during the second half of the shift. He decided to conduct a formal study to determine the amount and frequency of rest intervals required to complete a shift efficiently without draining the workers' stamina.
7. Identify and explain the technique of Scientific Management being adopted by the production manager. (1 + 2 = 3)
SECTION C (4 Marks Each x 2 = 8 Marks)
8. Differentiate between 'Time Study' and 'Motion Study' on the basis of: (i) Meaning, (ii) Purpose, (iii) Use of equipment, and (iv) Result. (4)
[Case-Based] Mr. Sharma, a factory manager, firmly believes that the best way to increase productivity is to assign tasks to workers based strictly on their physical, mental, and intellectual capabilities. He ensures that rigorous training is provided to every new employee so they can learn the absolute 'best method' of doing their jobs right from day one. However, despite this focus on training, Mr. Sharma often makes production decisions unilaterally. He rarely consults the shop-floor workers or invites their suggestions, maintaining the traditional belief that management alone possesses the wisdom to know what is best for the organization and the workers should simply follow orders.
9. Based on the above paragraph:
(a) Identify and explain the principle of Scientific Management being followed by Mr. Sharma. (2)
(b) Identify and explain the principle of Scientific Management being violated by him. (2)
(a) Identify and explain the principle of Scientific Management being followed by Mr. Sharma. (2)
(b) Identify and explain the principle of Scientific Management being violated by him. (2)
SECTION D (6 Marks Each x 1 = 6 Marks)
[Case-Based] Rohan recently joined 'Star Garments Ltd.' as the new Production Head. Upon observing the shop floor, he noticed a chaotic environment. First, workers were taking vastly different amounts of time to stitch the exact same type of shirt. Second, sewing tools and bobbins were scattered all over the workstations, causing workers to make excessive and unnecessary physical movements just to fetch their supplies, wasting valuable productive time. Furthermore, the supervisors and the workers were locked in a constant state of conflict; the management felt the workers were constantly shirking work, while the workers felt the management was deliberately exploiting them with unrealistic targets.
Rohan decided to overhaul the system using F.W. Taylor's concepts. He closely observed the workers to eliminate the wasteful movements and successfully fixed a time frame for stitching one standard shirt. Next, he introduced a new incentive plan where a worker producing more than the standard daily output of 10 shirts a day would be paid at a higher rate per unit (Rs. 110 per shirt) than a worker producing less than the standard output (Rs. 100 per shirt). Finally, he organized a series of workshops designed to transform the hostile attitudes of both parties towards each other, making them realize their mutual dependence.
Rohan decided to overhaul the system using F.W. Taylor's concepts. He closely observed the workers to eliminate the wasteful movements and successfully fixed a time frame for stitching one standard shirt. Next, he introduced a new incentive plan where a worker producing more than the standard daily output of 10 shirts a day would be paid at a higher rate per unit (Rs. 110 per shirt) than a worker producing less than the standard output (Rs. 100 per shirt). Finally, he organized a series of workshops designed to transform the hostile attitudes of both parties towards each other, making them realize their mutual dependence.
10. Based on the case above, answer the following:
(a) Identify and explain the two specific techniques of Scientific Management introduced by Rohan to optimize time and physical movements. (2)
(b) Find out the amount would be given to Rakesh, an employee, who produced 13 shirts in a day. (2)
(c) Which core concept/ideology of Taylor is Rohan trying to implement by organizing workshops to transform attitudes? Explain. (2)
(a) Identify and explain the two specific techniques of Scientific Management introduced by Rohan to optimize time and physical movements. (2)
(b) Find out the amount would be given to Rakesh, an employee, who produced 13 shirts in a day. (2)
(c) Which core concept/ideology of Taylor is Rohan trying to implement by organizing workshops to transform attitudes? Explain. (2)
📄 PRACTICE PAPER - SET 7 (Level: Expert - Integrated Concepts)
SECTION A (1 Mark Each)
[Case-Based] A worker receives an order from the Production Manager to manufacture 50 units today. At the same time, the Sales Manager orders him to stop production and help load a delivery truck.
1. Which principle of Fayol is violated here?
(a) Unity of Direction (b) Unity of Command (c) Centralization (d) Order
2. The formal lines of authority from highest to lowest ranks are known as:
3. Assertion (A): Principles of management are contingent or dependent upon the prevailing situation.
Reason (R): Their application has to be changed as per requirements because they are not static like absolute scientific laws.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
4. Assertion (A): The principle of Remuneration states that employees should be paid maximum possible wages, even if the company incurs a loss.
Reason (R): Remuneration should be just and equitable, providing a reasonable standard of living to the workers while being within the paying capacity of the company.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
5. Which exception allows direct communication between two employees of the same level to avoid delay?
SECTION B (3 Marks Each)
6. Differentiate between 'Unity of Command' and 'Unity of Direction'.
[Case-Based] 'Bright Sparks Ltd.' promoted a junior male employee to a managerial position over a highly experienced female employee purely because of gender bias.
7. Which principle of Fayol was violated? Explain it briefly.
SECTION C (4 Marks Each)
8. Explain Taylor's principle of 'Harmony, not Discord' and differentiate it from 'Cooperation, not Individualism'.
[Case-Based] The management of an IT firm encourages its developers to brainstorm and develop the first draft of the new app's interface. When a developer creates a successful draft, he is rewarded.
9. Identify and explain the principle of Fayol highlighted here. State one positive effect of it.
SECTION D (6 Marks Each)
[Case-Based] 'Zenith Travels' was dealing with massive employee turnover. The new HR, Ms. Riya, noticed that employees were fired randomly if they made a single mistake in their first week. Second, she noticed that the regional manager was using company funds to pay for his personal family vacations. Third, the team members were constantly blaming each other for lost clients instead of working together. Ms. Riya established a rule that every new employee would get a minimum 6-month trial period. She audited the accounts and fired the regional manager for prioritizing his own greed over the company. Finally, she started team-building retreats to foster a sense of 'We' instead of 'I'.
10. By quoting lines from the paragraph, identify and explain the three principles of Fayol implemented by Ms. Riya.
📄 PRACTICE PAPER - SET 8 (Level: Advanced Board Mock 1)
SECTION A (1 Mark Each)
1. Which technique of Taylor directly violates Fayol's principle of 'Unity of Command'?
2. "The concentration of decision-making authority at the top management" is called:
3. Assertion (A): According to the principle of Order, if a file is kept randomly wherever there is empty space, the principle is followed.
Reason (R): Order refers to 'a place for everything and everything in its place' to avoid wastage of time.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
4. Assertion (A): Discipline is required only at the lower levels of management.
Reason (R): Discipline requires good superiors at all levels, clear and fair agreements, and judicious application of penalties.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
5. The study that refers to the study of movements like lifting, putting objects, sitting and changing positions is:
SECTION B (3 Marks Each)
6. "Principles of management provide managers with useful insights into reality." Explain this point of significance.
[Case-Based] A manager always relies on his past personal experience to solve problems, even if his methods are outdated and time-consuming.
7. Which principle of Taylor is he completely ignoring? Explain it.
SECTION C (4 Marks Each)
8. Differentiate between 'Standardization of Work' and 'Simplification of Work'.
9. "Authority and Responsibility must go hand in hand." Explain this principle of Fayol with the help of an example.
SECTION D (6 Marks Each)
[Case-Based] In 'Raja Textiles', management and workers were always at war. Management wanted maximum output, and workers wanted maximum wages while doing minimum work. A new expert was brought in. He sat down with both parties and sparked a complete change in their attitudes, making them realize they needed each other. To prove this, he introduced a wage system where workers producing 100 units (standard) were paid ₹50 per unit, while those producing below 100 units were paid only ₹40 per unit. To ensure the target of 100 units was fair, he used a stopwatch to determine exactly how long a generic worker took to make one unit.
10. By quoting lines, identify and explain the one principle and two techniques of Scientific Management used by the expert.
📄 PRACTICE PAPER - SET 9 (Level: Advanced Board Mock 2)
SECTION A (1 Mark Each)
1. The technique that rewards efficient workers and penalizes inefficient ones is:
2. Taylor proposed that workers should be selected scientifically, and the work assigned to them should suit their physical, mental, and intellectual capabilities. This refers to:
3. Assertion (A): Esprit De Corps emphasizes the need for teamwork and harmony.
Reason (R): It leads to the realization of group goals and minimizes the need for using penalties.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
4. Assertion (A): Initiative means taking the first step with self-motivation.
Reason (R): A good company should encourage employees to develop and carry out plans for improvements.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
5. Under Functional Foremanship, who specifies the exact sequence and route of production?
SECTION B (3 Marks Each)
6. How do principles of management help in meeting the changing environment requirements? Explain.
[Case-Based] A factory worker is confused. The Gang Boss tells him to arrange the machines, while the Repair Boss simultaneously yells at him to help fix a broken belt.
7. Explain the roles of the Gang Boss and Repair Boss. Which principle of Fayol is violated here?
SECTION C (4 Marks Each)
8. Explain the difference between F.W. Taylor and Henri Fayol regarding their 'Perspective' and 'Focus'.
9. What is the principle of 'Stability of Personnel'? Why is it important for an organization?
SECTION D (6 Marks Each)
[Case-Based] 'Alpha Motors' has distinct departments for cars and bikes. However, the cars department has no clear marketing plan, and everyone is doing whatever they feel like. The work in the factory is highly unorganized; engineers are forced to do the accounting work, and accountants are asked to inspect the cars. Finally, the CEO promised a 15% salary hike during a highly profitable quarter but later completely refused to pay it, breaking his formal promise to the employees.
10. By quoting lines from the paragraph, identify and explain the three principles of management given by Fayol that have been violated in 'Alpha Motors'.
📄 PRACTICE PAPER - SET 10 (Level: Ultimate Board Challenger)
SECTION A (1 Mark Each)
1. The study conducted to determine the amount and frequency of rest intervals in completing a task is:
2. "Management should share the gains of the company with the workers, and workers should work hard and be willing to embrace change for the good of the company." This refers to:
3. Assertion (A): Principles of management have universal applicability.
Reason (R): They can be applied to all types of organizations, irrespective of their size, nature, or location.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
4. Assertion (A): The principles of management are rigid prescriptions.
Reason (R): They must be applied exactly as stated, without any modification by the manager.
(a) Both A and R are true & R is explanation. (b) Both true but R is not explanation.
5. Which significance of management principles emphasizes that they equip managers to foresee cause and effect relationships of their decisions?
SECTION B (3 Marks Each)
6. Distinguish between the principles of 'Order' and 'Equity' as given by Fayol.
[Case-Based] A factory manager awarded a lucrative contract for supplying raw materials to his own relative's firm, completely ignoring lower bids from other highly qualified suppliers.
7. Which principle of Fayol did the manager violate? Explain it briefly.
SECTION C (4 Marks Each)
8. Explain Taylor's principle of 'Cooperation, Not Individualism'. How is it an extension of 'Harmony, Not Discord'?
9. "F.W. Taylor advocated complete Mental Revolution for the success of Scientific Management." What do you understand by the term 'Mental Revolution'? Explain.
SECTION D (6 Marks Each)
[Case-Based] 'TechGear Ltd.' manufactures smartwatch batteries. The new engineer, Rohan, noticed that the factory was producing 30 different variations of batteries, leading to huge machinery costs. He eliminated 20 unnecessary variations and focused only on 10 standardized models. Next, he observed the workers and found that the assembly process was highly inefficient. He designed a new, singular sequence of steps to assemble the battery that minimized cost and maximized quality. Finally, to ensure strict supervision, he appointed 8 different specialist supervisors (like Inspector, Speed Boss, etc.) to oversee the factory workers instead of a single foreman.
10. By quoting lines from the paragraph, identify and explain the three techniques of Scientific Management applied by Rohan.
No comments:
Post a Comment