Management Questions and Answers
1. Efficiency and Effectiveness (10 Marks)
Efficiency refers to how well a manager uses resources (time, money, manpower) to achieve
a goal. It means doing things in the best possible way with the least waste. In simple terms,
it’s about getting the most output from the least input. For example, if a manager can
complete a task quickly and with less cost, it is efficient.
Effectiveness, on the other hand, is about achieving the desired results. It means doing the
right things to reach the goals, regardless of how much effort or resources are used. A
manager can be effective if they successfully meet the objectives, even if it requires more
time or resources.
Example: A manager can be efficient in producing goods but not effective if the products do
not meet customer needs. However, a manager can also be effective in meeting customer
needs but inefficient if the resources used are too high.
2. Management Four Functions (10 Marks)
The four main functions of management are critical for achieving organizational success.
These functions are:
Planning: This is the first step in management. It involves setting goals, deciding what
actions are needed, and determining how to achieve those goals. Effective planning helps
managers prepare for the future and align resources to meet objectives. For example, a
manager plans a strategy to increase sales in the next quarter.
Organizing: Once planning is done, organizing is about putting the plans into action. This
function involves arranging resources (people, finances, materials) and tasks to reach the
goals. It includes defining roles, responsibilities, and structure. For instance, a manager
might organize a team to handle specific tasks in a project.
Leading: This function focuses on motivating and guiding employees to do their best. It
involves communication, inspiring people, and managing relationships. Good leadership
encourages teamwork and helps employees stay focused on the organization’s goals.
Controlling: This involves monitoring progress towards goals and making necessary
adjustments. Managers check if things are going according to plan and if performance meets
expectations. For example, if sales are lower than expected, a manager might adjust the
sales strategy.
3. Organizational Layers (10 Marks)
Organizations are divided into different layers of management. These layers help manage
tasks and employees efficiently. They are:
Top Management: This is the highest level of management, responsible for the overall
direction and success of the organization. Top managers set long-term goals, vision, and
strategy. Examples include the CEO, board of directors, or president. They make key
decisions about the future of the company.
Middle Management: This level connects the top management with the lower levels. Middle
managers implement the decisions made by top management. They are in charge of specific
departments or teams, such as human resources or marketing. Examples include
department heads, branch managers, and regional managers.
Lower Management: This level is responsible for supervising day-to-day activities and
directly overseeing employees. Lower management ensures that tasks are performed
correctly and on time. Examples include team leaders, supervisors, and foremen. They are
in charge of managing individual workers or small teams.
4. Managerial Roles (10 Marks)
Managers play various roles in an organization. These roles can be categorized into three
main areas:
Interpersonal Roles: These involve interactions with people. The main interpersonal roles
include:
Figurehead: Representing the organization at events or meetings.
Leader: Motivating and guiding employees to achieve goals.
Liaison: Networking and maintaining relationships with other organizations or individuals.
Informational Roles: Managers gather, share, and process information. These roles include:
Monitor: Gathering information from within and outside the organization.
Disseminator: Sharing important information with employees or stakeholders.
Spokesperson: Communicating the organization’s policies, actions, and decisions to the
public.
Decisional Roles: These roles focus on making decisions to solve problems and guide the
organization. Key decisional roles are:
Entrepreneur: Finding new opportunities and making decisions about the direction of the
organization.
Disturbance Handler: Managing and solving problems that arise unexpectedly.
Resource Allocator: Deciding how to allocate resources like money, time, and personnel.
Negotiator: Engaging in discussions to resolve conflicts or make deals.
5. Manager and Executive Difference (10 Marks)
Manager: A manager is responsible for overseeing and guiding the day-to-day operations
within an organization. Managers focus on executing plans, organizing tasks, leading teams,
and monitoring progress. They deal with more immediate issues and ensure that their
team’s activities align with the company’s goals. Managers can be found at various levels,
from lower to middle management.
Executive: Executives are at the top levels of management and make high-level decisions
that affect the entire organization. They focus on long-term strategy, vision, and direction.
Executives work on making important decisions about the company’s future, such as
mergers, acquisitions, or new product lines. They also represent the organization in
external relations and ensure that it remains competitive.
Difference: The main difference is in the scope of responsibilities. Managers are more
focused on the present and immediate tasks, while executives make strategic decisions for
the future. Managers implement the executive’s decisions, while executives focus on the
organization’s overall strategy and direction.
6. Science or Art? (10 Marks)
Management as a Science: Management is often seen as a science because it involves
studying and applying systematic knowledge, principles, and methods. Managers use tools
and techniques based on research and data to make decisions. Examples include using
statistical analysis for forecasting or financial models for budgeting. Like science, it requires
objectivity and following specific procedures to achieve the desired outcome.
Management as an Art: On the other hand, management is also considered an art because it
involves creativity, intuition, and personal judgment. Managers need to understand human
behavior, solve complex problems, and make decisions that cannot always be quantified.
For example, inspiring a team or negotiating a deal requires personal skill and experience,
which makes it more of an art.
Conclusion: Management is both a science and an art. It is a science in terms of the
knowledge, techniques, and principles applied, but it is also an art because of the skills,
creativity, and personal touch needed to handle real-world challenges.
