KSLU Solved Question Papers
Principles and Practice of Management
Previous Year Question Paper with Solution
B.Com. LL.B. (Five Years) · Sem 2
2022 Apr (70 marks) Examination
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Mumbai
B.Com. LL.B. (Five Years) Sem 2 Principles and Practice of Management 2022 Apr (70 marks) Question Paper with Solutions
First published on munotes.in on 1 November 2026.
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Contents
The questions below are the paper as Karnataka State Law University set it at the 2022 Apr (70 marks) examination, in the order it was set.
MarksPage
The Paper as Set
The questions in this volume are the questions asked at the 2022 Apr (70 marks) 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.
Total marks 70 · 12 questions answered
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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.
Q1Explain the scientific management theory.[10]
Answer
For full marks, cover: who F. W. Taylor was and his main works (1895, 1903, 1911); what scientific management means; his principles as he summed them up in 1911, each explained with an example (science, not rule of thumb; harmony, not discord; co-operation, not individualism; maximum output; development of each worker), and the principles usually derived from his work (scientific selection and training, division of responsibility between management and workers); the techniques through which the principles were applied, in brief; a table; merits and criticisms; and a conclusion.
Taylor and scientific management
Frederick Winslow Taylor (1856 to 1915) was an American mechanical engineer. He worked at the Midvale Steel Company and later at Bethlehem Steel. He saw that work was done by rule of thumb: each worker used his own methods, and output depended on guesswork. He also saw that workers deliberately restricted output, which he called "soldiering". He set out to replace guesswork with careful study.
His main works were the paper "A Piece-Rate System" (1895), the book Shop Management (1903) and The Principles of Scientific Management (1911). He is called the father of scientific management.
Scientific management means applying the methods of science, namely observation, measurement, experiment and analysis, to the problems of work and management. Its aim is maximum output at minimum cost, with higher wages for workers and higher profits for employers.
Taylor's principles in his own summary
At the end of his account in 1911, Taylor summed up scientific management in five lines. Each is explained below.
1. "Science, not rule of thumb." Every part of a job should be studied scientifically to find the one best way of doing it. The right tools, the right movements, the right speed and the right rest periods are found by experiment, not left to habit.
Example: each worker once shovelled with his own shovel. Under scientific management, the best size and shape of shovel for each material is found by trial and supplied to all.
2. "Harmony, not discord." Management and workers should not quarrel over how to divide the surplus. They should work in harmony to increase it, so that both gain. Taylor wrote that scientific management requires "a complete revolution in the mental attitude and the habits" of both management and workers.
Example: when output rises through better methods, workers receive higher wages and the firm earns higher profits, so neither side has reason to resist.
3. "Cooperation, not individualism." Work should be done through close co-operation between management and workers, and among workers, rather than by each person working in isolation. Management should plan and help; workers should follow the planned methods.
Example: the planning department prepares instructions, and the foremen help workers apply them on the shop floor.
4. "Maximum output, in place of restricted output." Both sides gain when output is as high as possible. Deliberate restriction of output hurts workers, employers and consumers alike.
Example: a fair day's work is set by time study, and workers are encouraged by incentives to reach it rather than to hold back.
5. "The development of each man to his greatest efficiency and prosperity." Each worker should be trained and helped to reach his highest efficiency, and should share in the resulting prosperity through higher pay.
Example: a worker trained in the best method and paid a higher piece rate both produces more and earns more.
Principles usually derived from his work
Textbooks also state two further principles drawn from Taylor's writings.
6. Scientific selection and training of workers. Workers should be chosen according to their fitness for the job and then trained in the best method. Under the old system, workers chose their own jobs and trained themselves.
7. Division of responsibility between management and workers. Management should take over the planning of work, such as methods, tools and schedules, which was earlier left to the workers. Workers should concentrate on doing the work. This is the separation of planning from doing.
Techniques that applied the principles
- Time study, to fix the standard time for each job.
- Motion study, to remove wasteful movements.
- Fatigue study, to fix rest periods.
- Standardisation of tools, materials and working conditions.
- Functional foremanship, with eight specialist foremen in place of one.
- Differential piece-rate system, paying a higher rate to those who reach the standard.
- Instruction cards and a planning department.
Summary table
| Principle | Meaning |
|---|---|
| Science, not rule of thumb | Find the one best way by study |
| Harmony, not discord | Co-operate to increase the surplus |
| Co-operation, not individualism | Management and workers work together |
| Maximum output | No deliberate restriction of output |
| Development of each worker | Train each person to full efficiency |
| Scientific selection and training | Right worker for each job |
| Division of responsibility | Management plans, workers do |
Merits
- Large increases in productivity and lower costs.
- Higher wages for efficient workers.
- Standard methods and better quality.
- A systematic approach that laid the base of work study, production planning and industrial engineering.
Criticisms
- Workers complained of speed-up, monotony and being treated like machines.
- Trade unions feared job losses from higher output per worker.
- Functional foremanship broke the principle of unity of command.
- It neglected the human and social side of work, later shown by the Hawthorne studies.
- Its methods were costly to introduce in small firms.
Conclusion. Taylor summed up his principles of scientific management in 1911. They call for science instead of rule of thumb, harmony and co-operation instead of conflict, maximum output, and the full development of every worker. To these are added scientific selection and training and the division of planning from doing. Applied through time study, standardisation and incentive pay, they raised productivity greatly. They were rightly criticised for neglecting the human side, but they remain the foundation of efficient production management.
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