KSLU Solved Question Papers
Principles and Practice of Management
Previous Year Question Paper with Solution
B.Com. LL.B. (Five Years) · Sem 2
2011 Jan Examination
munotes.in
Mumbai
B.Com. LL.B. (Five Years) Sem 2 Principles and Practice of Management 2011 Jan 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 2011 Jan examination.
Contents
The questions below are the paper as Karnataka State Law University set it at the 2011 Jan examination, in the order it was set.
MarksPage
MarksPage
The Paper as Set
The questions in this volume are the questions asked at the 2011 Jan 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 and one short note question or problem 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)Explain the characteristics and importance of management.[15]
Answer
For full marks, cover: a short definition of management (Fayol; Koontz and Weihrich); its characteristics, each explained with an illustration (purposeful, a process of linked functions, works through people, universal, pervasive at every level, an integrating force, dynamic, intangible, multidisciplinary, a system of authority, separate from ownership, science and art); its importance, each explained, grouped as importance for the enterprise, for its people and for the wider society; a table; and a conclusion.
What management means
Henri Fayol (1916) described the manager's task in these words: "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.
Put simply, management is the work of bringing people and resources together and giving them direction. It also makes sure they reach agreed goals without waste.
Characteristics of management
1. It is purposeful. Management never exists for its own sake. It serves goals such as profit, service, growth or public welfare. A management that loses sight of its goals becomes mere routine.
2. It is a process of linked functions. Management consists of planning, organising, staffing, directing and controlling. Each feeds the next, and control leads back to planning. The cycle repeats as long as the organisation exists.
3. It works through people. A manager achieves results mainly by guiding the work of others. A sales manager does not make every sale; he or she plans, trains and motivates a sales team that does.
4. It is universal. The same basic process is found in a factory, a temple trust, a cricket club, a municipal corporation and a hospital. Only the setting and the objectives differ.
5. It is pervasive at every level. The chairman and the shop-floor supervisor both manage. The chairman spends more time planning and the supervisor more time directing, but each performs all the functions.
6. It is an integrating force. Management brings together men, money, materials and machines, and also the separate efforts of departments, into a single, purposeful whole.
7. It is dynamic. Management changes with its surroundings. When customers' tastes, technology or laws change, management must change its plans and methods.
8. It is intangible. One cannot touch management, but one can see its effects: work done on time, low waste and a contented staff.
9. It is multidisciplinary. It borrows from economics, psychology, sociology, statistics, engineering and law.
10. It is a system of authority. Management works through a chain of positions, each with defined powers and duties, linking the top to the bottom.
11. It is separate from ownership. In joint stock companies the shareholders own the business, while salaried managers run it.
12. It is both a science and an art. It has an organised body of principles and techniques, which makes it an inexact science. It also needs judgement and personal skill in applying them, which makes it an art.
Importance of management
A. For the enterprise
1. It sets direction. Management decides where the enterprise should go and keeps every department moving in that direction.
2. It makes resources productive. Inputs by themselves produce nothing. Management combines them into goods and services and decides how much of each to use.
Illustration: two sugar mills of the same size and age buy cane from the same district. One plans crushing, maintains its machines and controls waste; the other does not. The first earns a surplus every season; the second makes losses.
3. It reduces cost. Through planning, method study and control, management cuts idle time, spoilage and excess stock.
4. It co-ordinates. Management makes production, sales, purchase and finance work to one plan, so that efforts are not wasted.
5. It builds a stable structure. Clear duties, authority and reporting lines prevent confusion and quarrels.
6. It keeps the enterprise up to date. Management watches the market and technology and adapts in time. Enterprises that fail to adapt decline.
7. It encourages new ideas. Good management welcomes innovation in products, processes and service, keeping the enterprise ahead of rivals.
B. For its people
8. Fair treatment and rewards. Sound management pays fairly, provides safe conditions and deals with grievances justly.
9. Growth and satisfaction. Training, delegation and promotion help employees develop. Recognition gives them satisfaction beyond pay.
10. Harmony. Considerate leadership and open communication create good relations between management and staff.
C. For the wider society
11. Goods and services of value. Well-managed enterprises supply quality products at fair prices.
12. Jobs and incomes. Growing enterprises employ more people and pay taxes that fund public services.
13. Careful use of national resources. Good management avoids waste of scarce materials, energy and capital.
14. National progress. A country develops when its farms, factories, banks, schools and offices are well managed. Capital and technology alone cannot achieve this.
Summary table
| Characteristics | Importance |
|---|---|
| Purposeful; a process | Sets direction |
| Works through people | Makes resources productive |
| Universal; pervasive | Reduces cost; co-ordinates |
| Integrating; dynamic | Stable structure; adaptation; innovation |
| Intangible; multidisciplinary | Fair treatment; growth of staff; harmony |
| System of authority; separate from ownership | Goods of value; jobs; careful use of resources |
| Science and art | National progress |
Why the importance keeps growing
Organisations today are larger, operate in many places and face faster change and keener competition than ever before. Employees expect to be consulted, customers expect higher quality and society expects responsible conduct. Each of these trends makes skilled management more necessary, and poor management more costly.
The characteristics in one organisation
A city bus corporation shows the characteristics at work. Its management aims at safe, punctual and affordable transport (purposeful). It plans routes, organises depots, appoints and trains crews, directs daily operations and checks punctuality and collections (a process). The managing director works through depot managers and they through supervisors (through people, system of authority). The corporation is owned by the government but run by appointed managers (separate from ownership). When fuel prices rise or new routes are needed, it changes its plans (dynamic). Its success is seen only in results: buses on time and costs under control (intangible).
Management outside business
The importance of management is not limited to profit-making firms. Hospitals need management to schedule doctors, stock medicines and keep beds available. Schools need it to plan classes, appoint teachers and maintain discipline. Government departments need it to deliver services on time and within budget. Voluntary bodies need it to use donations wisely. In each case, good management decides whether the organisation serves people well or wastes their money and trust.
Importance at each level
At the top, management sets goals and policies that decide the future of the whole organisation. At the middle, it turns those policies into departmental plans and co-ordinates the work of different units. At the lower level, it supervises the people who actually produce goods or serve customers. Weak management at any one level weakens the whole, however strong the other levels may be.
Conclusion. Management is the process of directing people and resources towards agreed goals without waste. Its characteristics show that it is purposeful, universal and dynamic, works through people and authority, and is both a science and an art. Its importance is equally wide. It gives the enterprise direction, productivity, economy, co-ordination and the ability to adapt. It treats people fairly and helps them grow, and it serves customers, society and the nation. No organisation, large or small, business or public, can do without it.
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