Chapter 1

Chapter 1 Management Concepts and Thoughts Review Questions

Q1: Define ‘Management’.

Management is an art and science of getting work done through people.

Q2: What is management process? What are its levels?

The management process refers to the systematic approach managers use to planning, organizing,
staffing, leading (directing), and controlling organizational resources to achieve specific goals effectively
and efficiently.

The key functions of the management process are:

a) Planning: Setting objectives, determining strategies, and developing plans to achieve goals.
b) Organizing: Allocating resources, assigning tasks, and establishing the structure of the
organization.
c) Leading: Guiding, motivating, and managing teams to execute plans and achieve objectives.
d) Controlling: Monitoring progress, comparing performance against goals, and making corrections
when necessary.

Levels of Management

Management is typically structured into three levels, each with distinct roles and responsibilities:

1. Top-Level Management: CEO, President, Vice President, Board of Directors.

• Develops long-term strategies and sets organizational vision and objectives.

• Makes decisions regarding policies, goals, and resource allocation.
• Acts as a link between the organization and external stakeholders (e.g., shareholders,
government).

2. Middle-Level Management: Department Managers, Division Heads, Regional Managers

• Implements the strategies and policies formulated by top management.

• Supervises and coordinates the work of lower-level managers.
• Bridges communication between top-level and lower-level management.

3. Lower-Level (Operating Level) Management: Supervisors, Team Leaders, Foremen

• Oversees day-to-day operations and manages individual employees or small teams.

• Ensures that tasks are completed as planned.
• Provides feedback to middle management and addresses employee concerns.
Chapter 1

Q3: Explain briefly the evolution of management thought.

The evolution of management thought refers to the development of theories and practices that have
shaped modern management. It can be broadly categorized into several stages:

1. Classical Management Theories (Late 19th to Early 20th Century):

Scientific Management: Pioneered by Frederick Taylor, it focused on improving efficiency through work
standardization, time studies, and task specialization.

Administrative Theory: Henri Fayol emphasized principles of management, such as planning, organizing,
commanding, coordinating, and controlling.

Bureaucratic Theory: Max Weber introduced the concept of a structured, rule-based organization for
efficiency and rationality.

2. Behavioral or Neo-Classical Management Theories (1920s–1940s):

Focused on the human aspects of work.

Human Relation Movement (Hawthorne Studies): Conducted by Elton Mayo, they highlighted the
importance of social and psychological factors in productivity.

Behavioural Science Approach: which applies psychology, sociology, and anthropology to understand
employee motivation, leadership, and group dynamics for improved productivity.

3. Modern Approach to Management

3.1 Quantitative Management Theories (1940s–1960s):

Emphasized decision-making using quantitative tools.

Included operations research, management science, and systems analysis.

3.2 Systems Theory (1950s–1970s):

Viewed organizations as open systems interacting with their environment.

Highlighted interdependencies and the need for adaptability.

The system may be broadly classified into four categories. They are as

follows:

Physical system (Nature), Mechanical system (Technology), Biological system (all living species), Social
systems (All kinds of Organizations).
Chapter 1

3.3 Contingency Theory (1960s–1980s):

Argued that management practices should be contingent on situational factors like organizational size,
environment, and technology.

Contingency approach is situation-oriented

After the analysis of the situation, the managers are expected to prepare inventories of management
(theory, principle, techniques and concepts)

To tackle the situation efficiently the validity and applicability of management tools and techniques is to
be examined and finally package of these tools and techniques is prepared which is appropriate for that
specific situation.

Q4: Disucss the ‘Role of Managers’.

Ten roles of a manager which are grouped into three categories:

Interpersonal Roles

• Figure head

• Leader

• Liaison

Informational Roles

• Monitor

• Disseminator

• Spokesman

Decisional Roles

• Entrepreneur

• Disturbance handler

• Resource allocator

• Negotiator
Chapter 1

Q5: What do you mean by Neo-classical Approach?

Behavioral or Neo-Classical Management Theories (1920s–1940s):

Focused on the human aspects of work.

Human Relation Movement (Hawthorne Studies): Conducted by Elton Mayo, they highlighted the
importance of social and psychological factors in productivity.

Behavioural Science Approach: which applies psychology, sociology, and anthropology to understand
employee motivation, leadership, and group dynamics for improved productivity.

Q6. Write short notes on:

(a) Conceptual Skills

Conceptual skills refer to the ability to think abstractly, analyze complex situations, and develop creative
solutions. These skills are crucial for top-level managers, as they involve strategic thinking, decision-
making, and understanding how different parts of the organization work together to achieve objectives.

(b) Bureaucracy

Bureaucracy is a formal organizational structure characterized by a clear hierarchy, strict rules, and a
focus on efficiency. It emphasizes specialized roles, standardized procedures, and impersonal
relationships to ensure consistency and fairness in large organizations.

(c) Modern Approach

The Modern Approach to management integrates contemporary theories like quantitative management
theory, systems theory, and contingency theory. It emphasizes flexibility, innovation, and adaptability in
response to globalization, technological advancements, and dynamic business environments, focusing
on stakeholder satisfaction and sustainable practices.

Important:

7 functions of Management (Luther Gulick)- POSDCoRB

P– Planning, O– Organizing, S– Staffing, D– Directing, Co– Coordinating, R– Reporting, B– Budgeting

Chapter 2

Chapter 2 Social Responsibility of Business and Business Ethics Review Questions

Q1: Explain the meaning of social responsibility.

Social responsibility refers to the obligation of businesses towards different groups of society, in
addition to its profit-making activities.

Q2: Explain the social responsibilities of business towards consumers.

• Need based production: produce commodities which are needed by consumers.

• Producing sufficient quantity of goods
• Fair Pricing: Avoid overpricing and ensure value for money.
• Appropriate distribution
• Supplying pure commodities: Provide safe, durable, and high-quality goods or services

Q3: Discuss the responsibilities of the business towards workers.

• Fair Wages: Offer competitive and timely compensation.

• Security of the job: Worker’s job must be safe and secure
• Safe Work Environment: Ensure safety standards and prevent workplace hazards.
• Opportunities for Growth: Provide training and career development programs.
• Non-Discrimination: Maintain equality and diversity in the workplace.

Q4: Describe the responsibilities of the business towards itself.

• Sustainability: Ensure long-term viability by balancing profit and growth.

• Innovation: Continuously improve processes, products, and services.
• Reputation: Maintain integrity and ethical practices to build trust.
• Financial Discipline: Manage resources wisely to remain competitive and solvent.

Q5: What are the responsibilities of the business towards the government? Explain briefly.

• Law abiding
• Not to Corrupt Govt. Employees
• Promoting fair trade practices
• No duplication, immitation and adulteration
• Not to purchase political supports
• Honest payment of Govt. taxes
• Participation in the public life of the country
Chapter 2

Q6: Should business assume social responsibilities? Offer your arguments in favour and against
assuming social responsibilities.

In Favor:

• Enhances reputation and builds trust among stakeholders.

• Attracts customers and investors who value ethical practices.
• Promotes long-term sustainability by aligning with societal needs.
• Helps address global challenges like poverty and climate change.

Against:

• May increase costs and reduce short-term profits.

• Diverts focus from the primary goal of profitability.
• Lack of expertise in handling social issues effectively.
• Can be misused for publicity rather than genuine societal benefit.

Q7: Why do the enterprises need to adopt pollution control measures?

• Legal Compliance: Avoid penalties by adhering to environmental regulations.

• Corporate Image: Improve brand reputation by demonstrating environmental responsibility.
• Resource Efficiency: Reduce waste and save costs.
• Health and Safety: Protect the health of employees and the community.
• Sustainability: Preserve natural resources for future generations.

Q8: Explain the various elements of business ethics.

• Integrity: Adherence to honesty and strong moral principles.

• Fairness: Avoid discrimination and ensure equality in practices.
• Transparency: Provide clear and accurate information to stakeholders.
• Accountability: Take responsibility for actions and decisions.
• Respect for Laws: Operate within legal frameworks and uphold regulations.
• Environmental Care: Minimize the ecological footprint and promote sustainability.
• Respect for Stakeholders: Address the needs and rights of employees, customers, and the
community.
Chapter 3

Chapter 3 Planning Review Questions

Q1: What is planning? What are the steps involved in it?

Planning is the process of setting objectives, determining strategies to achieve them, and developing a
systematic course of action. It involves deciding in advance what to do, how to do it, and when to do it.

Steps Involved in Planning:

1. Defining the Problem: The manager has to identify and define the problems which may appear at a
future date and which may require proper planning.

2. Establishing Objectives: Every Manager should clearly establish the objectives to be achieved by the
enterprise. Objectives must be specific, informative and functional.

3. Establishing the Planning Premises: Every plan has to be based on certain carefully considered
assumptions and predictions, which are known as planning premises.

4. Determining Alternative Courses of Action: The next step is to search for and examine alternative
courses of action.

5. Evaluation of Alternative Courses of Action: Every alternative course of action has to be evaluated,
and the relative importance of each one of them should be ascertained.

6. Selecting the Course of Action: After analyzing and evaluating the available alternatives, the manager
has to select the best course of action.

7. Formulating Derivative Plans: Every major plan has to be supported and developed by the
preparation of other derivative plans. Within the framework of the basic plan, derivative plans are
developed in each area of the business.

8. Timing and Sequence of Operations: For every work, the manager has to prescribe the time frame,
and within that, the work has to be started and completed. For smooth flow of work, it is better to
maintain a sequence of operations.

9. Participation and Follow-up: Each and every plan has to be communicated and explained in great
detail to subordinates so that they are kept fully informed.

Q2: What are the planning premises?

Planning premises are the assumptions or forecasts about future conditions that serve as the foundation
for planning. They include economic trends, market conditions, resource availability, and technological
developments. Accurate premises ensure realistic and achievable plans.

Planning premises are:

a. External and Internal

b. Tangible and Intangible

c. Controllable, Semi-controllable, and Uncontrollable

Chapter 3

Q3: Discuss the importance of planning. What should be done to overcome its limitations?

Importance of Planning:

• Provides Direction: Guides efforts toward organizational goals.

• Reduces Uncertainty: Prepares for future challenges and changes.
• Facilitates Decision-Making: Offers a framework for evaluating options.
• Improves Efficiency: Allocates resources effectively.
• Encourages Innovation: Promotes creative problem-solving.
• Coordinates Activities: Aligns efforts across departments.

Overcoming Limitations of Planning:

• Adaptability: Make plans flexible to handle uncertainties.

• Realistic Goals: Set achievable and practical objectives.
• Involve Stakeholders: Encourage participation from all levels for better insights.
• Continuous Monitoring: Regularly review and update plans.
• Resource Management: Ensure availability of adequate resources.

Q4: Why are strategies important?

Strategies are important because they provide a long-term framework for achieving organizational
goals. They ensure:

• Alignment of resources and efforts with objectives.

• Adaptability to competitive and market changes.
• Effective use of strengths to exploit opportunities.
• Clear guidance for decision-making and priority setting.

Q5: What do you understand by the term policy?

A policy is a set of general guidelines or principles established by an organization to guide decision-

making and actions. Policies provide a framework for consistent and standardized responses to recurring
situations, ensuring clarity and fairness.

Q6: Distinguish between a policy and a strategy.

Policy Strategy
A general guideline for consistent decision- A specific plan of action to achieve objectives.
making.
Broad and applicable to multiple situations. Focused and aligned with achieving a goal.
Relatively rigid and standardized. More dynamic and adaptable.
Leave policy, safety policy. Market entry strategy, growth strategy.
Chapter 3

Q7: Explain the principles of planning.

• Goal-Oriented: Planning should focus on achieving organizational objectives.

• Primacy of Planning: Planning is the foundation for all other management functions.
• Flexibility: Plans should adapt to changing conditions.
• Continuity: Planning is an ongoing process requiring regular updates.
• Accuracy: Plans should be based on reliable data and realistic assumptions.
• Participation: Involve employees and stakeholders for better insights and acceptance.
• Integration: Align plans with organizational resources and capabilities.
• Efficiency: Minimize costs and maximize resource utilization in planning.
Mid 1 Ch 1,2,3

Mid 1

Q1 Imagine you're the operational manager of a company. What things you'd do to ensure efficiency
in your company?

To ensure efficiency in a company as an operational manager, I would focus on the following actions:

[(extended) 7 Functions of Management (POSDCoRB)]

• Planning
• Organizing
• Staffing
• Directing
• Coordinating
• Reporting
• Budgeting

Q2 What are the social responsibilities of a bank towards different interest groups.
Chapter 4, 5, 6

Chapter 4 Objectives Review Questions

Q1. What do you mean by Management By Objectives (MBO)?

Q2. What is the importance of setting organizational objectives in a modern complex organization?

Q3. Discuss the benefits and difficulties for MBO.

Chapter 5 Forecasting Review Questions

1. What is forecasting and explain its features?

2. What are the elements of forecasting process?

3. What are the advantages of forecasting?

4. Write down the limitations of forecasting?

5. What are the types of forecasting?

6. Explain briefly forecasting techniques.

7. Explain quantitative forecasting techniques.

8. Describe Regression analysis.

9. “Forecasting is a systematic analysis of past and present conditions.”

Explain.

10. Explain the importance of forecasting

Chapter 6 Decision-Making Review Questions

Q1 Define ‘decision-making’.

Q2 What is the importance of decision-making?

Q3 Discuss tangible and intangible factors relevant to decision-making

Mid 2

Mid 2

[1] Importance of setting objectives in a modern complex organization? Benefits and problems of
MBO in Bangladeshi organization? Explain with example.

Importance of Setting Objectives in a Modern Complex Organization

Direction and Focus: Objectives provide clear guidance to all levels of the organization, ensuring that
employees are aligned with the organization’s goals.

Example: A telecom company like Robi Axiata sets objectives for increasing internet coverage, aligning
teams to work toward this common goal.

Performance Measurement: Clear objectives enable organizations to measure progress and success
effectively.

Example: A bank in Bangladesh might set an objective to increase its SME loan portfolio by 20% in a
fiscal year.

Decision-Making: Objectives help prioritize tasks and allocate resources efficiently.

Example: A garment manufacturer deciding between automating production lines or increasing manual
workforce can rely on their objectives for operational efficiency.

Coordination and Collaboration: They ensure that different departments work together towards a
shared vision.

Example: In a pharmaceutical company, the marketing and R&D teams coordinate to launch a new
product within the planned timeline.

Motivation and Accountability: Clearly defined objectives motivate employees by providing a sense of
purpose and responsibility.

Example: Employees at a tech firm feel motivated when they see how their individual goals contribute
to the company’s objective of achieving market leadership.

Benefits and Problems of Management by Objectives (MBO) in Bangladeshi Organizations

Benefits of MBO

Improved Communication: MBO emphasizes two-way communication, fostering better understanding

between management and employees.

Example: Grameenphone’s managers and teams regularly discuss goals to ensure alignment with
company strategy.

Goal Clarity: It ensures that employees are clear about what they are working towards.

Example: BRAC uses MBO to define specific milestones in its social development programs.

Employee Engagement: Involving employees in goal-setting boosts their commitment and productivity.
Mid 2

Example: A Bangladeshi NGO involving its field staff in setting targets sees increased enthusiasm and
ownership.

Performance Monitoring: MBO helps track performance effectively by setting measurable targets.

Example: A Bangladeshi bank monitors loan disbursement targets set for branch managers.

Problems of MBO

Time-Consuming: The process of setting and reviewing objectives can be lengthy and resource-
intensive.

Example: In a large public sector organization, excessive time spent on MBO might delay project
implementation.

Resistance to Change: Employees may resist the formal goal-setting process.

Example: Workers in a traditional textile factory may feel uncomfortable with the structured approach
of MBO.

Overemphasis on Measurable Goals: Qualitative aspects like employee satisfaction may be neglected.

Example: A tech company focusing solely on revenue targets might overlook employee well-being.

Lack of Flexibility: MBO might limit creativity and adaptability in a dynamic market environment.

Example: A startup in Dhaka may struggle with MBO as it requires quick adjustments to market trends.

[2] [a] What do you mean by forecasting? Explain importance of forecasting.

Forecasting is the process of predicting future events or trends based on historical data, current
conditions, and insights. It is a critical tool for decision-making in organizations and helps anticipate
outcomes to plan effectively.

Importance of Forecasting

Strategic Planning:

Forecasting helps organizations set long-term goals and develop strategies to achieve them.

Resource Allocation:

It ensures optimal use of resources such as manpower, finances, and raw materials.

Risk Management:

Anticipating future challenges allows organizations to prepare contingency plans and mitigate risks.
Mid 2

Improved Decision-Making:

Forecasting provides data-driven insights, enabling better business decisions.

Market Adaptation:

Organizations can stay competitive by forecasting market trends and consumer behavior.

Financial Planning:

It aids in budgeting and financial management by projecting revenue, costs, and cash flows.

Operational Efficiency:

Accurate forecasting improves operational planning, such as inventory control and supply chain
management.

Employee and Capacity Planning:

Forecasting helps organizations anticipate workforce needs and prevent under- or over-staffing.

[b] “Forecasting is a systematic analysis off past and present conditions”-explain.

[3] [a] Define “Decision-making”. What is the importance of decision making?

[b] Discuss tangible and intangible factors relevant to decision-making.

Chapter 7

Chapter 7 Organization Review Questions

Q1. Define organization.

Organization is the structure and process by which a cooperative group of human beings allocates its
tasks among its members, identifies relationships and integrates its activities towards common
objectives

Q2. What are the principles of organization?

Unity of Objectives, Efficiency, Span of Control, Division of Work, Functional Definition, Coordination,
Chain or Command, Unity of Direction, Unity of Command, Delegation, Responsibility, Balance,
Communication, Personal Ability, Flexibility, Continuity, Exception Principle

Q3. Describe formal and informal organizations.

Formal Organization

A formal organization is a deliberately structured and officially recognized system designed to achieve
specific goals.

Examples:

Corporations like Microsoft or Coca-Cola

Government institutions

Schools and universities

Informal organization

An informal organization arises naturally through personal interactions and relationships among
members within a formal organization.

Examples:

Friendship groups among colleagues in an office

Q4. Write down the steps in organization.

• Determine and formulate objectives, strategies, plans and policies.

• Determine the activities involved to accomplish the objectives.

• Grouping of similar activities into tasks, sections and departments.

• Define responsibility and accountability for every person.

Chapter 7

• Delegate the required authority to perform the task.

• Integration of activities through authority relationships and communication networks.

• Provide adequate physical facilities to perform the tasks effectively.

Q5. Write Short notes on:

(a) Organizational Culture

Organizational culture is the shared values, set of important assumptions, principles and traditions, that
members of an Organization share in common.

(b) Organization Chart

Organization charts are a graphic representation of a firm’s structure. Types of Organization Charts:
Vertical, Horizontal, Circular.

(c) Organization Manual

Organization Manuals are also known as Procedure manuals or office manuals. They provide detailed
description of the positions, functions and relationships as depicted in the organization chart.
Chapter 8

Chapter 8 Departmentation Review Questions

Q1. What is departmentation? State its need and significance.

Departmentation is a means of dividing the large and complex organization into smaller, flexible
administrative units.

Departmentation is necessary because it involves grouping of people or activities into a single

department or unit to achieve organizational goals.

Departmentation is essential because of the following reasons:

• Departmentation permits an organization to take advantage of specialization.

• Departmentation enables each person to know the particular part he is expected to play in the total
activities of the company.

• Departmentation facilitates communication, coordination and control and contributes to the

organizational success.

• Departmentation provides an adequate platform around which the loyalties of organizational

members may be built.

• It enables a manager to locate the sources of information, skills and competence to take certain vital
managerial decisions.

Q2. What are different bases of departmentation?

Function, Product or Service, Customers, Location, Time, Process, Combination

Q3. State and explain the ideal principles of departmentation.

1. Principle of Specialization

Departmentation should be designed to group activities based on specialized functions, such as

marketing, finance, production, or human resources.

2. Principle of Coordination

Departments must be created in a manner that facilitates smooth coordination between interrelated
activities. For example, production and marketing should work cohesively to meet demand effectively.

3. Principle of Authority and Responsibility

Each department should have clearly defined authority and responsibility. Department heads must have
the power to make decisions and be accountable for their areas of work.
Chapter 8

4. Principle of Efficiency

Departmentation should ensure optimum utilization of resources, including manpower, materials, and
machinery. Activities should be grouped to maximize output with minimal waste.

5. Principle of Simplicity

The structure of departmentation should be simple, avoiding unnecessary layers or complexity.

Departments should be easy to understand and manage.

6. Principle of Flexibility

Departments should be structured to accommodate future changes, such as expansion, technological

advancements, or changes in market conditions.

7. Principle of Balance

There should be a balance in the size and workload of different departments to avoid overburdening
one while underutilizing another.

8. Principle of Continuity

Departmentation should ensure stability over time, supporting sustained operations even with
personnel changes. Processes and structures should be standardized to maintain continuity.

9. Principle of Unity of Command

Employees within a department should report to a single superior to avoid confusion and conflicts in
decision-making.

10. Principle of Objectives

Departmentation should align with the overall objectives of the organization. Each department's
activities must contribute directly or indirectly to achieving the organization's goals.

Q4. Why is there a need for departmentation?

Efficient Management: Simplifies handling of complex tasks by dividing them into manageable units.

Specialization: Enables expertise in specific areas for better performance.

Clarity: Clearly defines roles, responsibilities, and authority to avoid confusion.

Coordination: Facilitates smooth collaboration within and between departments.

Scalability: Supports organizational growth and adaptability to changes.

Accountability: Assigns responsibility and makes performance measurement easier.

Resource Optimization: Ensures efficient allocation and use of resources.

Focus on Objectives: Aligns departmental goals with organizational objectives.

Chapter 8

Q5. Point out the advantages of departmentation.

Specialization: Promotes expertise and efficiency by grouping similar tasks.

Clarity: Defines roles, responsibilities, and authority clearly.

Coordination: Ensures smooth collaboration within and between departments.

Accountability: Assigns responsibility, making performance easier to monitor.

Scalability: Supports growth and adapts to organizational changes.

Resource Efficiency: Optimizes allocation and use of resources.

Chapter 9

Chapter 9 The concept of Authority Review Questions

Q1. What is authority? Why do people accept authority?

Authority is defined as the power to make decisions which guide the actions of another.

Why People Accept Authority:

Legitimacy: Recognized as part of the formal structure.

Fear of Consequences: Avoid penalties like job loss or demotion.

Cultural Conditioning: Trained to respect authority from a young age.

Mutual Benefit: Compliance helps achieve personal and organizational goals.

Charisma: Natural acceptance of influential or trusted leaders.

Shared Objectives: Belief in organizational fairness and goals.

Structure: Clearly defined roles make authority necessary.

Q2. Distinguish between power and authority.

1. Authority is legitimized by certain rules, regulations, laws, and practices. In the case of power, there is
no such legitimization.

2. Authority is institutional and originates because of structural relationships. Power emerges because
of personal factors and varies with the individuals. In the management of an organization, authority is
the central element of formal organization and systematic communication. Power reflects the political
realities within the organization and relates to the subtler, more informal patterns of action and
interaction that occur.

3. Authority exists in the context of organizational relationship, mostly in superior-subordinate

relationships either direct or otherwise. Power relationship many exist between any two persons and
organizational relationships may not be necessary.
Chapter 10

Chapter 10 Delegation of Authority Review Questions

Q1. What are the principles of delegation?

1. Delegation to Conform to Desired Objectives: The nature and extent of duties and authority to be
delegated should be in tune with the objectives to be accomplished.

2. Responsibility not Delegatable: A manager can delegate only authority, not responsibility.

3. Authority to Match Duties: Delegation of authority can be meaningful only when it enables the
subordinate to discharge his duties effectively.

4. Unity of Command: The principle of unity of command states that a subordinate should be
commanded by one superior only.

5. Limits to Authority to be Well-defined: A manager cannot properly delegate authority unless he fully
knows what his own authority is.

Q2. Discuss the types of delegation.

Formal: In a formal delegation, the delegated assignments and the accompanying authority for each
delegate are spelt out, on a piece of paper.

Informal: In the informal type, the delegation goes by a climate of understanding between the superior
and the subordinate.

Specific Delegation: when the task is broadly set, leaving it to the delegate how he would work out the
details.

Q3. How can delegation be made more effective?

Delegation can be made more effective through the following steps:

Clear Definition of Tasks: Clearly specify tasks, authority, and responsibilities.

Proper Selection of Subordinates: Assign tasks based on skills, competence, and experience.

Authority-Responsibility Balance: Ensure the authority delegated matches the responsibilities assigned.

Effective Communication: Provide clear instructions and expectations.

Trust and Confidence: Show trust in subordinates to motivate and empower them.

Monitoring and Feedback: Regularly review progress and provide constructive feedback.

Training and Development: Equip subordinates with the skills and knowledge needed for delegated
tasks.

Encourage Initiative: Allow subordinates the freedom to make decisions within their authority.
Chapter 10

Q4. What are the steps in delegation?

The key steps in delegation are:

Define the Task: Clearly identify the task to be delegated.

Allocate Authority: Grant the necessary authority to the subordinate to complete the task.

Assign Responsibility: Assign clear responsibilities to the subordinate.

Establish Accountability: Make the subordinate accountable for the task's completion and outcomes.

Communicate Expectations: Ensure the subordinate understands the task, authority, and expectations.

Monitor Progress: Supervise and provide support while avoiding micromanagement.

Evaluate and Feedback: Assess performance after task completion and provide constructive feedback.

Q5. Define delegation. Why is it essential for the smooth functioning of an enterprise?

Delegation is the process by which a manager assigns specific tasks, authority, and responsibility to
subordinates while retaining accountability for the outcomes.

Why Delegation is Essential

Efficient Management: Reduces the manager’s workload, enabling focus on strategic tasks.

Employee Development: Empowers subordinates, fostering skill enhancement and confidence.

Specialization: Assigns tasks to those with relevant expertise, improving efficiency.

Decision-Making Speed: Decentralizes authority, allowing faster decisions at lower levels.

Motivation: Provides employees with a sense of trust and responsibility.

Coordination: Ensures smooth operations by dividing work across the organization.

Scalability: Facilitates organizational growth by managing increased workloads effectively.