KSLU Solved Question Papers
Principles and Practice of Management
Previous Year Question Paper with Solution
B.B.A. LL.B. (Five Years) · Sem 2
2012 Jun Examination
munotes.in
Mumbai
B.B.A. LL.B. (Five Years) Sem 2 Principles and Practice of Management 2012 Jun Question Paper with Solutions
First published on munotes.in on 21 October 2026.
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The question paper reproduced here is the paper as set by Karnataka State Law University at the 2012 Jun examination.
Contents
The questions below are the paper as Karnataka State Law University set it at the 2012 Jun examination, in the order it was set.
MarksPage
MarksPage
The Paper as Set
The questions in this volume are the questions asked at the 2012 Jun examination, reproduced as Karnataka State Law University set them, in the order it set them. Long reading passages are shortened to their first and last lines and our summary; the original paper prints them in full. Only the answers are ours. See the original question paper.
Duration 3 hours · Total marks 100 · 20 questions answered
Instructions printed on the paper
- N.B. (1) Answer all 5 questions. (2) One essay type one short note question from each Unit have to be attempted which is referred as Part (a) and (b) in all the Units. (3) Figures to the right indicate marks. (4) Answers should be written either in English or Kannada completely.
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
Unit I
(a)What is management ? Explain the importance of management.[15]
Answer
For full marks, cover: the meaning of management with definitions (Fayol, Koontz and Weihrich, the phrase widely attributed to Follett) and its characteristics; management as an activity, a group of people and a discipline; the importance of management explained point by point with examples, grouped as importance to the organisation, to employees, to owners and investors, to customers, and to society and the nation; why its importance has grown; a table; and a conclusion.
What is management?
Management is the process by which the efforts of a group of people are planned, organised, staffed, directed and controlled. Its purpose is that the group reaches its goals with the best use of its resources.
Three descriptions are commonly quoted.
- Henri Fayol (1916): "To manage is to forecast and plan, to organize, to command, to co-ordinate and to control."
- Harold Koontz and Heinz Weihrich describe management as the process of designing and maintaining an environment. In it, people working together in groups efficiently accomplish selected aims.
- A short phrase widely attributed to Mary Parker Follett calls management "the art of getting things done through people."
Characteristics
- Goal-directed: management always works towards objectives.
- A process: it consists of linked functions repeated in a cycle.
- Works through others: managers achieve results through the people they lead.
- Universal: it is needed in every organisation, business or not.
- Pervasive: it is practised at every level, from top to bottom.
- Dynamic: it adapts to changing conditions.
- Intangible: it is known by its results rather than seen directly.
Three senses of the word. Management means an activity, the work of managing. It also means a group of people, the managers of an organisation, as in "the management has decided". And it means a discipline, a body of knowledge taught and studied.
Importance of management
A. To the organisation
1. It fixes and achieves goals. Management decides what the organisation should achieve and channels all efforts towards it. Without management, individuals would pursue their own aims and the organisation would drift.
2. It turns resources into results. Land, labour, capital, machines and materials are only inputs. Management combines them into useful goods and services. The same resources yield very different results under good and poor management.
Example: two small restaurants in the same street buy from the same suppliers and charge similar prices. One plans its menu, trains its staff and controls waste; the other does not. Within a year the first is full every evening and the second is struggling.
3. It secures efficiency. Through planning, sound methods and control, management reduces waste, delays and losses. More output is obtained from the same inputs, and costs fall.
4. It co-ordinates. Management brings the work of different people and departments into harmony, so that they act as one team.
5. It creates a sound organisation. Management defines duties, delegates authority and fixes relationships. Everyone knows what to do and whom to report to, which avoids confusion and conflict.
6. It helps the organisation face change. Markets, technology, laws and tastes keep changing. Management watches the environment, foresees change and adapts plans in time.
7. It encourages innovation. Management promotes new products, methods and ideas that keep the organisation ahead of competitors.
8. It ensures survival and growth. Well-managed organisations earn surpluses, meet competition and expand. Poor management is a leading cause of business failure.
B. To employees
9. Fair rewards and good conditions. Good management pays fairly, provides safe working conditions and looks after welfare.
10. Development and satisfaction. Training, delegation, recognition and promotion help employees grow and find satisfaction in their work.
11. Good human relations. Considerate leadership, open communication and fair treatment create trust and reduce conflict.
C. To owners and investors
12. A fair return. Efficient management protects the owners' capital and earns a reasonable return on it, which encourages further investment.
D. To customers
13. Better goods at fair prices. Good management produces quality products and services at reasonable cost and delivers them reliably.
E. To society and the nation
14. Employment and income. Growing, well-managed enterprises create jobs and pay wages and taxes.
15. Responsible use of resources. Good management uses scarce materials, energy and capital carefully, and responds to social obligations such as protecting the environment and treating workers fairly.
16. Economic development. A nation's progress depends on how well its farms, factories, banks, hospitals, schools and public offices are managed. Developing countries are often said to need good management as much as capital.
Why the importance of management has grown
- Larger and more complex organisations with many products, locations and employees.
- Rapid technological change, which makes products and skills obsolete quickly.
- Keener competition, including competition from abroad.
- Higher expectations of customers, employees, investors and the public.
- Greater social responsibility expected of business.
In such conditions only skilful management can keep an organisation efficient, adaptable and responsible. The manager's job has become harder, and its quality matters more than ever.
Summary table
| For whom | Importance of management |
|---|---|
| The organisation | Goals, results from resources, efficiency, co-ordination, sound structure, adaptation, innovation, survival and growth |
| Employees | Fair rewards, development, good relations |
| Owners and investors | Fair return on capital |
| Customers | Better goods at fair prices |
| Society and the nation | Jobs, responsible use of resources, economic development |
An example from a public organisation
A state-run hospital was known for long queues and shortages of medicines. A new administration introduced a token system, planned purchases in advance, fixed duty rosters and held weekly reviews. Doctors and nurses were consulted and their suggestions acted on. Within two years waiting times fell, medicines were seldom out of stock and patient complaints dropped. The building and budget were much the same; what had changed was management. The example also shows that management matters outside business, in hospitals, schools and government offices as much as in factories and shops.
Management as the organiser of other resources
Economists traditionally spoke of land, labour and capital as the factors of production, with the entrepreneur bringing them together. In a modern organisation, much of this organising work is done by management. Management decides how much of each resource to use, in what combination and for what purpose. A country or a firm may have plenty of land, labour and capital and still remain poor if these are badly managed. This is why management is often described as the most important resource of all, since it decides how well every other resource is used.
What poor management costs
The importance of management is easiest to see in its absence. Poorly managed organisations show common signs:
- goals are unclear, and departments pull in different directions;
- materials, money and time are wasted;
- orders are delivered late and quality suffers;
- able employees leave, and those who stay lose interest;
- customers turn to competitors;
- losses mount until the organisation closes or is taken over.
Many enterprises with good products and enough capital have failed for these reasons alone. Good management prevents such failures by keeping goals clear, resources productive and people committed.
Conclusion. Management is the process of planning, organising, staffing, directing and controlling the efforts of people to achieve goals with the best use of resources. Its importance is very wide. For the organisation, it fixes and achieves goals, turns resources into results, secures efficiency and co-ordination, and builds a sound, adaptable and growing enterprise. It also benefits employees, owners, customers, society and the nation. As organisations grow larger and conditions change faster, its importance only increases. No organisation can succeed for long without good management.
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