DU Solved Question Papers
Business Organisation and Management
Previous Year Question Paper with Solution
B.Com. (Programme) · Sem 1
Dec 2023 Examination
munotes.in
Mumbai
B.Com. (Programme) Sem 1 Business Organisation and Management Dec 2023 Question Paper with Solutions
First published on munotes.in on 26 October 2026.
Published by munotes.in, Mumbai.
Model answers written and edited by the munotes.in editorial desk.
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The University does not publish an official answer key for this paper. The answers in this volume are model answers, written to show how a full-mark answer is built. They are a study aid, not an authority on what an examiner marked.
The question paper reproduced here is the paper as set by University of Delhi at the Dec 2023 examination.
Contents
The questions below are the paper as University of Delhi set it at the Dec 2023 examination, in the order it was set.
MarksPage
MarksPage
The Paper as Set
The questions in this volume are the questions asked at the Dec 2023 examination, reproduced as University of Delhi set them, in the order it set them. Nothing has been reworded, added or left out. Only the answers are ours. See the original question paper.
Duration 3 hours · Total marks 90 · 21 questions answered
How to use this volume
Solve the paper first, under exam conditions and against the clock. Then read the answers here and mark your own. Reading a solution before attempting the question feels productive and teaches very little, because recognising an answer is not the same as being able to write one.
Q1
a and b, OR the second a and b · 18 Marks
(a)What is meant by coordination? Why is it called the essence of managing?[9]
Answer
For full marks, cover: the meaning of coordination with definitions; its nature (not a separate function, but the purpose of all of them); why it is the essence of management, shown function by function and level by level; the need for coordination in a modern enterprise; the main techniques of coordination; a conclusion.
Meaning of coordination
Coordination means fitting together the efforts of different people and departments so that the organisation works as one. It makes sure the right work is done at the right time, in the right amount, by the right people.
Two definitions are widely used. Mooney and Reiley called it "the orderly arrangement of group effort to provide unity of action in the pursuit of a common purpose". Koontz and O'Donnell called it "the essence of managership, for the achievement of harmony of individual efforts towards the accomplishment of group goals is the purpose of management".
Coordination is not a separate function
Fayol listed coordination as a separate function of management. Later writers, led by Koontz and O'Donnell, disagreed. They argued that coordination is not one more task beside planning or organising. It is the result every function tries to achieve. When a manager plans, organises, staffs, directs and controls well, the outcome is coordinated effort. That is why it is called the essence, the inner core, of managing.
Why coordination is the essence of managing
1. It runs through every function.
- In planning, the plans of each department must fit the overall plan. The sales plan must match the production plan.
- In organising, roles and authority are arranged so that departments support one another.
- In staffing, the right number of people with the right skills must be placed where they are needed.
- In directing, instructions, motivation and leadership must pull everyone in the same direction.
- In controlling, actual results are compared with plans, and corrections keep every unit on course.
2. It is needed at every level. Top management coordinates the whole organisation. Middle management coordinates the departments under it. Supervisors coordinate the work of individual workers.
3. It is the purpose of management. Management exists because people cannot reach a common goal by working separately. Turning separate efforts into one result is exactly what coordination does.
4. Specialisation makes it essential. Modern firms divide work into narrow specialised jobs. The more work is divided, the more it must be joined back together.
5. Differences in people. Employees differ in skills, interests and attitudes. Coordination reconciles these differences with the goals of the organisation.
The need for coordination in a modern enterprise
- Size. Large firms employ thousands of people in many places.
- Diversity of functions. Each department develops its own goals, which may clash.
- Interdependence. The output of one unit is the input of another.
- Change. Frequent changes in technology and markets need quick adjustments across units.
Techniques of coordination
- Clear objectives known to everyone.
- Sound organisation structure with clear authority and responsibility.
- Effective communication, both formal and informal.
- Committees and meetings that bring departments together.
- Good leadership that inspires people to cooperate.
- Liaison officers who link departments.
- Self-coordination, where people adjust their own work to each other.
An example
In a car company, the purchase department buys steel, production makes the cars and marketing sells them. If production plans 10,000 cars while purchase buys steel for only 6,000, output stops. If marketing promises delivery in a week when production needs a month, customers are lost. Only coordinated plans make each department's effort useful.
Conclusion. Coordination is the orderly linking of group effort so that it produces unity of action towards a common purpose. It is called the essence of managing because it is not one more function but the aim of all of them. Every function and every level of management exists to bring individual efforts into harmony. Without coordination, the separate parts of an organisation work against each other.
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