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Nature and Significance of Management

NCERT Class 12 · Business Studies Based on NCERT Class 12 Business Studies textbook · Free CBSE study kit

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Chapter Notes

Overview
This chapter introduces the fundamental concept of management, explaining its characteristics, objectives, and importance in any organisation. It explores the nature of management as an art, science, and profession, and details the five key functions of management: planning, organising, staffing, directing, and controlling. The single big idea a student must walk away with is that management is a universal, continuous, and goal-oriented process that coordinates group efforts to achieve organisational goals effectively and efficiently.
Key Concepts (28)
Management
Management is the process of getting things done with the aim of achieving goals effectively and efficiently.
e.g. Smita Rai managing Namchi Designer Candles by planning, organising, staffing, directing, and controlling to produce and sell candles.
Effectiveness
Effectiveness in management is concerned with doing the right task, completing activities, and achieving goals; it is about the end result.
e.g. A manager producing the target of 5000 units despite power failures, even if at a higher cost.
Efficiency
Efficiency means doing the task correctly and with minimum cost, focusing on the relationship between inputs and outputs.
e.g. Producing the same output of 5000 units using fewer resources like labour and electricity, thereby reducing costs.
Process (in management)
Process refers to the primary functions or activities that management performs to get things done, namely planning, organising, staffing, directing, and controlling.
e.g. Smita performs a series of interrelated functions daily, such as planning a festive collection, organising funds, recruiting workers, and communicating with suppliers.
Coordination
Coordination is the force that binds all the other functions of management, synchronising the activities of different departments to ensure unity of action towards common goals.
e.g. At Namchi Designer Candles, the production and sales departments coordinate so that production matches market demand.
Management as an Art
Management is an art because it involves the skillful and personal application of existing knowledge to achieve desired results, based on practice, creativity, and personalised application.
e.g. Two managers applying the same principles of management differently based on their unique style and creativity.
Management as a Science
Management is a science because it has a systematised body of knowledge with principles based on cause and effect, though it is an inexact science due to human behaviour.
e.g. Principles of scientific management by F.W. Taylor and functional management by Henri Fayol are based on observation and experimentation.
Management as a Profession
Management has some features of a profession, such as a well-defined body of knowledge and professional associations, but does not meet all criteria like restricted entry or compulsory certification.
e.g. A manager can be appointed without a specific degree, unlike a doctor or lawyer who must have a valid degree.
Organisational Objectives
Organisational objectives are the goals management must achieve for the organisation, including survival, profit, and growth.
e.g. A business must earn enough revenue to cover costs (survival), make a profit to cover risks, and grow by increasing sales volume or capital investment.
Social Objectives
Social objectives involve creating benefit for society, such as using environmentally friendly methods, providing employment, and offering community amenities.
e.g. ITC's E-Choupal initiative provides farmers with direct marketing channels, reducing intermediation and improving their decision-making ability.
Personnel Objectives
Personnel objectives aim to satisfy the diverse needs of employees, including financial needs, social recognition, and personal growth.
e.g. Management providing competitive salaries, perks, and opportunities for personal development to reconcile personal goals with organisational objectives.
Top Management
Top management consists of the senior-most executives like chairman, CEO, and president, responsible for formulating overall goals, strategies, and integrating diverse elements.
e.g. The CEO of Tata Group setting long-term goals and analysing the business environment for the survival of the firm.
Middle Management
Middle management is the link between top and lower management, responsible for implementing plans, interpreting policies, and coordinating departmental activities.
e.g. A production manager ensuring that the department has necessary personnel and motivating them to achieve objectives.
Supervisory or Operational Management
Supervisory management includes foremen and supervisors who directly oversee the workforce, maintain quality, minimise wastage, and ensure safety standards.
e.g. A supervisor in a factory passing instructions from middle management to workers and ensuring output quality.
Planning
Planning is the function of determining in advance what is to be done and who is to do it, involving setting goals and developing ways to achieve them.
e.g. Smita deciding quantities, variety, and colour of candles for Diwali and allocating resources for purchase.
Organising
Organising is the management function of assigning duties, grouping tasks, establishing authority, and allocating resources to carry out a specific plan.
e.g. Grouping tasks into departments like production and sales, and establishing reporting relationships within the organisational hierarchy.
Staffing
Staffing is finding the right people for the right job, involving recruitment, selection, placement, and training of personnel.
e.g. Infosys hiring systems analysts and programmers for software development projects.
Directing
Directing involves leading, influencing, and motivating employees to perform assigned tasks, including communication, supervision, and leadership.
e.g. A manager motivating workers by creating an environment that encourages them to do their best and praising good performance.
Controlling
Controlling is the management function of monitoring organisational performance towards goals, involving setting standards, measuring performance, comparing, and taking corrective action.
e.g. A manager establishing production targets, measuring actual output, and correcting deviations if targets are not met.
Management is all pervasive
Management is common to all organisations, whether economic, social, or political, and the activities involved in managing are universal.
e.g. A petrol pump, a hospital, and a school all require management to function effectively.
Management is multidimensional
Management is a complex activity with three main dimensions: management of work, management of people, and management of operations.
e.g. In a factory, management translates work into goals (work), deals with employee needs (people), and ensures production processes (operations).
Management is a continuous process
The process of management is a series of continuous, composite, but separate functions that are simultaneously performed by all managers all the time.
e.g. Smita may spend one day planning a future exhibition and another day sorting out an employee's problem.
Management is a group activity
An organisation is a collection of diverse individuals who work together towards fulfilling a common organisational goal, requiring teamwork and coordination.
e.g. Employees in a company with different personal goals working together to achieve the company's sales target.
Management is a dynamic function
Management has to adapt itself to the changing external environment, including social, economic, and political factors, to remain successful.
e.g. McDonald's making major changes in its menu to survive in the Indian market.
Management is an intangible force
Management cannot be seen but its presence is felt in the way the organisation functions, such as orderliness, target achievement, and employee satisfaction.
e.g. In a well-managed organisation, targets are met according to plans and employees are happy, whereas in a poorly managed one there is chaos.
Coordination integrates group efforts
Coordination unifies unrelated or diverse interests into purposeful work activity, giving a common focus to group effort.
e.g. Different departments like production and sales working together to ensure production matches market demand.
Coordination ensures unity of action
The purpose of coordination is to secure unity of action in the realisation of a common purpose, acting as a binding force between departments.
e.g. All actions in an organisation are aimed at achieving the organisational goals, not departmental goals alone.
Coordination is a continuous process
Coordination is not a one-time function but begins at the planning stage and continues through organising, staffing, directing, and controlling.
e.g. Smita plans her Diwali collection in June and then ensures continuous coordination between departments until the products are sold.
How It Works
Management Process (Functions of Management)
  1. Planning: Determine in advance what is to be done and who is to do it, setting goals and developing ways to achieve them.
  2. Organising: Assign duties, group tasks, establish authority, and allocate resources required to carry out the plan.
  3. Staffing: Find the right people for the right job through recruitment, selection, placement, and training.
  4. Directing: Lead, influence, and motivate employees to perform assigned tasks, including communication and supervision.
  5. Controlling: Monitor organisational performance by setting standards, measuring current performance, comparing with standards, and taking corrective action.
💡 Students often think these functions are performed in a strict sequential order, but in reality they are interrelated and performed simultaneously by managers.
Achieving Effectiveness and Efficiency
  1. Set clear organisational goals (e.g., target production of 5000 units).
  2. Use resources (money, materials, equipment, people) to complete the task (effectiveness).
  3. Minimise input costs while achieving the same output (efficiency).
  4. Balance effectiveness and efficiency to avoid high costs or unmet targets.
💡 Effectiveness is about doing the right thing (achieving goals), while efficiency is about doing things right (minimising cost). Students often confuse the two.
Coordination as the Essence of Management
  1. Planning: Top management plans for the entire organisation, setting the stage for coordination.
  2. Organising: Develop organisational structure and assign roles to ensure departments work together.
  3. Staffing: Ensure the right people are in place to execute coordinated plans.
  4. Directing: Guide and motivate employees to execute plans in a unified manner.
  5. Controlling: Monitor actual performance against plans and take corrective action to maintain coordination.
💡 Coordination is not a separate function but the essence of management, implicit in all functions. Students often list it as a separate function, which is incorrect.
Management as an Art
  1. Acquire theoretical knowledge from literature and study (e.g., principles of management).
  2. Apply this knowledge in a personalised and skillful manner based on the situation.
  3. Practice and gain experience to achieve perfection and creativity in application.
💡 Art involves creativity and personal application, so two managers may apply the same principles differently. Students forget that practice is essential.
Management as a Science
  1. Develop a systematised body of knowledge through observation and experimentation.
  2. Establish principles based on cause-and-effect relationships (e.g., scientific management principles).
  3. Apply these principles, but modify them according to the situation since management is an inexact science.
💡 Management is an inexact science because it deals with human behaviour, which is unpredictable. Students often claim management is a pure science, which is wrong.
Exam Traps — Don't Make These Mistakes
⚠ Confusing Effectiveness with Efficiency
✗ Effectiveness means doing work with minimum cost, and efficiency means completing the task.
→ The definitions are reversed. Effectiveness is about completing the task (end result), while efficiency is about doing it with minimum cost (input-output ratio).
✓ Effectiveness is concerned with doing the right task and achieving goals, while efficiency means doing the task correctly with minimum cost.
⚠ Calling Coordination a Separate Function of Management
✗ Coordination is the sixth function of management, separate from planning, organising, staffing, directing, and controlling.
→ The chapter explicitly states that coordination is the essence of management and is implicit in all functions, not a separate function.
✓ Coordination is the essence of management, binding all other functions together. It is not a separate function but is inherent in planning, organising, staffing, directing, and controlling.
⚠ Claiming Management is a Full Profession
✗ Management is a profession because it has a well-defined body of knowledge and requires a degree.
→ Management does not meet all criteria of a profession. There is no restricted entry or compulsory certification; anyone can be a manager without a specific degree.
✓ Management has some features of a profession, such as a systematised body of knowledge and professional associations, but it is not a full profession because entry is not restricted and no statutory body regulates it.
⚠ Mixing Up the Three Levels of Management
✗ Top management implements plans, middle management formulates goals, and supervisory management makes policies.
→ The roles are reversed. Top management formulates goals and strategies, middle management implements plans, and supervisory management oversees the workforce.
✓ Top management formulates overall goals and strategies, middle management implements and controls plans, and supervisory management directly oversees the workforce.
⚠ Stating that Management is Only for Business Organisations
✗ Management is only needed in business organisations like factories and shops.
→ The chapter states that management is all pervasive and required in all organisations, including non-business ones like schools, hospitals, and social organisations.
✓ Management is required in all kinds of organisations, whether economic, social, or political, such as schools, hospitals, and petrol pumps.
⚠ Forgetting that Management is a Continuous Process
✗ Management functions are performed one after the other and stop once the goal is achieved.
→ Management is a continuous process; functions are performed simultaneously and repeatedly as new goals arise.
✓ Management is a continuous process consisting of a series of ongoing, interrelated functions that are performed by managers all the time.
Compare & Contrast
Focus of the concept
Effectiveness
Efficiency
Effectiveness is concerned with doing the right task and achieving goals (end result), while efficiency is concerned with doing the task correctly with minimum cost (input-output ratio).
Nature of application
Management as an Art
Management as a Science
Management as an art involves personalised, creative application of knowledge based on practice, while management as a science involves a systematised body of knowledge with principles based on cause and effect, though it is an inexact science.
Level of authority and responsibility
Top Management
Supervisory Management
Top management formulates overall goals and strategies and is responsible for the survival of the organisation, while supervisory management directly oversees the workforce and ensures quality and safety standards.
Focus of the objective
Organisational Objectives
Personnel Objectives
Organisational objectives focus on the survival, profit, and growth of the organisation, while personnel objectives focus on satisfying the diverse needs of employees, such as financial needs and personal growth.
Exam Focus
Marks pattern: 2 MCQs (1 mark each), 1 Short Answer (3 marks) on characteristics or functions, 1 Long Answer (5 marks) on nature of management or coordination, and sometimes a case study (4-5 marks) on effectiveness vs efficiency or levels of management.
Most asked: Characteristics of management · Functions of management (planning, organising, staffing, directing, controlling) · Effectiveness vs Efficiency · Management as an art, science, and profession · Coordination as the essence of management · Objectives of management (organisational, social, personnel)
Don't skip: Explain the nature of management as an art, science, and profession (5 marks).; Distinguish between effectiveness and efficiency with examples (3-5 marks).; Explain the functions of management (5 marks).; Why is coordination called the essence of management? (3-5 marks)
One-Line Revision (read aloud before the exam)
  1. Management is the process of getting things done effectively and efficiently through planning, organising, staffing, directing, and controlling.
  2. Effectiveness means doing the right task and achieving goals, while efficiency means doing the task with minimum cost.
  3. Management is a goal-oriented, all-pervasive, multidimensional, continuous, group, dynamic, and intangible process.
  4. The three objectives of management are organisational (survival, profit, growth), social, and personnel objectives.
  5. Management helps achieve group goals, increases efficiency, creates a dynamic organisation, achieves personal objectives, and develops society.
  6. Management is an art because it involves personalised application and creativity, and a science because it has a systematised body of knowledge.
  7. Management is not a full profession because entry is not restricted and no statutory body regulates it.
  8. The three levels of management are top, middle, and supervisory or operational management.
  9. Top management formulates goals and strategies, middle management implements plans, and supervisory management oversees the workforce.
  10. The five functions of management are planning, organising, staffing, directing, and controlling.
  11. Coordination is the essence of management, binding all functions together and ensuring unity of action.
  12. Coordination integrates group efforts, ensures unity of action, and is a continuous process.
  13. Management is all pervasive and required in all organisations, including non-business ones like schools and hospitals.
  14. Management is a continuous process, not a one-time activity.

MCQs — 10 Questions with Answers

Q1. Which of the following is a characteristic of management?

  • A. It is goal-directed and works towards achieving specific organisational objectives ✓
  • B. It is applicable only to large multinational companies
  • C. It focuses only on financial management
  • D. It is a one-time activity completed once in an organisation's lifetime

Answer: A — Management is goal-directed, continuous, and applicable to all organisations regardless of size; options B, C, and D are incorrect because management applies universally and is ongoing.

Q2. Smita Rai plans a special festive collection for Diwali, organises funds and workers, communicates with suppliers, and meets customers for feedback. Which management function is being illustrated primarily?

  • A. Only planning
  • B. Only organising
  • C. All five management functions integrated together ✓
  • D. Only directing

Answer: C — Smita's daily activities demonstrate planning (festive collection), organising (funds and workers), directing (communicating and meeting customers), and controlling (ensuring deadlines), showing that all functions work together.

Q3. Management is considered a science because:

  • A. It has fixed rules that apply in all situations
  • B. It has a systematic body of knowledge with principles that can be tested and applied ✓
  • C. It guarantees 100% success in all organisations
  • D. It requires no personal skill or judgment

Answer: B — Management is a science because it has systematic, testable principles; options A, C, and D are incorrect as management involves flexibility, requires skill, and has no guarantees.

Q4. Management is also considered an art because:

  • A. It involves creative painting and drawing
  • B. It requires personal skill, experience, and individual judgment to apply knowledge in different situations ✓
  • C. It can be learned from textbooks alone without practice
  • D. It is the same in every organisation and situation

Answer: B — As an art, management requires skill and judgment to apply principles creatively; options A, C, and D are incorrect as management is not about art forms and varies by context.

Q5. Which statement about coordination in management is correct?

  • A. Coordination is the sixth main function of management alongside planning and organising
  • B. Coordination is the essence of management because it integrates all five functions to work towards common objectives ✓
  • C. Coordination is only needed in large organisations like Tata Group
  • D. Coordination means giving orders to employees without their involvement

Answer: B — Coordination is the essence because it links all functions; it is not a separate function (A is wrong), applies to all organisations (C is wrong), and is not about orders alone (D is wrong).

Q6. The Tata Group has sustained and run profitably for over a century. This is best explained by:

  • A. Luck and chance
  • B. Effective and efficient management at all levels with sound business principles ✓
  • C. Having the largest capital in India
  • D. Operating only in one industry

Answer: B — The case explicitly states that Tata's success is due to effective management and coordination at all levels with strong values; other options contradict the case study.

Q7. Namchi Designer Candles operates as a 100% women-run enterprise producing customized candles. Which is NOT a reason why management is essential for this organisation?

  • A. To plan production for seasonal demand like Diwali
  • B. To organise funds and recruit workers
  • C. To ensure products are sold only in Sikkim ✓
  • D. To control quality and meet customer expectations

Answer: C — Restricting market to only Sikkim is a business strategy decision, not a management necessity; planning, organising, and controlling are all essential management functions.

Q8. Management is described as a profession in the study material. Which characteristic of a profession does management have? (Assertion: Management has specialised knowledge. Reason: It has a body of principles and practices that require formal education.)

  • A. Both assertion and reason are correct, and reason explains the assertion ✓
  • B. Both assertion and reason are correct, but reason does not explain the assertion
  • C. Assertion is correct but reason is incorrect
  • D. Assertion is incorrect but reason is correct

Answer: A — Management qualifies as a profession because it has specialised knowledge (assertion) gained through formal education and systematic principles (reason that explains it).

Q9. According to the definitions provided, management is BEST described as:

  • A. The process of designing and maintaining an environment where individuals working in groups achieve selected aims efficiently ✓
  • B. Only planning and controlling business operations
  • C. The authority to give orders to employees
  • D. Making decisions based purely on experience without any systematic knowledge

Answer: A — This matches Koontz and Weihrich's definition emphasising environment, group activity, and efficiency; other options are too narrow or contradict the definition of management as systematic.

Q10. If Smita Rai decides to increase production for a festival, but does not recruit additional workers, does not arrange extra funds, and does not plan the work schedule, what management problem occurs? (HOTS)

  • A. Planning is completed successfully
  • B. Lack of coordination between planning decisions and organising/staffing functions prevents goal achievement ✓
  • C. Management is not needed because she is the owner
  • D. Increased production will automatically happen without planning or organising

Answer: B — This scenario shows that without coordination linking planning (increase production) with organising and staffing functions (workers and funds), the management goal fails—proving coordination integrates all functions.

Flashcards

What is management?

Management is the process of planning, organising, staffing, directing, and controlling to achieve organisational objectives efficiently using available resources.

Name the three characteristics of management.

Management is goal-directed (aims to achieve specific objectives), a continuous process (ongoing throughout the organisation's life), and a group activity (requires coordination of people and resources).

Is management a science? Give one reason.

Yes, management is a science because it has a systematic body of knowledge, principles, and practices that can be studied, applied, and tested objectively.

Is management an art? Give one reason.

Yes, management is an art because it requires personal skill, experience, creativity, and individual judgment to apply knowledge in different situations.

What are the five main functions of management?

Planning, organising, staffing, directing, and controlling are the five main functions that managers perform to achieve organisational goals.

Why is coordination called the essence of management?

Coordination is the essence of management because it integrates and synchronises all the five management functions to ensure harmonious working towards common objectives.

What does it mean that management is a profession?

Management is a profession because it has a specialised body of knowledge, requires formal education and training, and operates under a code of conduct and ethical standards.

Give an example of an organisation that requires management.

Tata Group, Namchi Designer Candles, schools, hospitals, and even small shops all require management to coordinate their operations and achieve their goals.

What is the difference between management in big and small organisations?

Both require management, but big organisations have formal, structured management systems while small organisations may use informal management based on personal relationships.

How does Smita Rai's daily work illustrate management functions?

Smita plans special collections, organises funds and workers, communicates with suppliers, meets customers for feedback, and controls quality—all core management functions.

Important Board Questions

Define management and state why it is essential for all organisations, whether large like Tata Group or small like Namchi Designer Candles. [2 marks]

Give the definition involving planning, organising, staffing, directing, controlling; then explain with one example each from both large and small organisations that it ensures efficient resource use and goal achievement in all types.

Explain with examples how management functions as a science, art, and profession. Is management fully a profession? Justify your answer. [5 marks]

Science: systematic body of knowledge with testable principles (example: Tata's structured approach). Art: personal skill and judgment (example: Smita's creative decision-making). Profession: specialised knowledge and code of conduct (example: Tata Code of Conduct). Conclude that it is only partial profession because it lacks mandatory licensing and registration like law or medicine.

Why is coordination described as the essence of management rather than just another management function? Explain how coordination integrates the five management functions using examples from the Tata Group or Namchi Designer Candles case. [6 marks]

Explain that coordination is not separate but links all five functions: Planning (set objectives) → Organising (arrange resources) → Staffing (recruit people) → Directing (guide employees) → Controlling (monitor results) all must work together harmoniously. Use Tata's century-long success or Smita's daily activities to show that without coordination linking these steps, even good plans fail; it is the integrating force, not a standalone function.

Assertion-Reason Questions for Nature and Significance of Management

Q1. Assertion (A):

Management is essential for all organisations, whether they are manufacturing, service-based, profit or non-profit.

Reason (R):

All organisations have diverse goals that require a deliberate process of coordination to be achieved efficiently and effectively.

Answer: A — Both A and R are true, and R is the correct explanation of A — Both the assertion and reason are true, and the reason correctly explains why the assertion is true. The study material explicitly states management is essential for all types of organisations, and the reason provides the logical foundation - organisations need deliberate coordination to achieve their diverse goals. This is a fundamental principle of management that applies universally.

Q2. Assertion (A):

Coordination is considered the essence of management rather than a separate function of management.

Reason (R):

Coordination is one of the five main functions that can be performed independently from planning, organising, directing, and controlling.

Answer: C — A is true but R is false — The assertion is true - the study material indicates that coordination integrates all functions rather than being a separate function. However, the reason is false. The reason incorrectly describes coordination as one of five independent functions. In fact, coordination is what links and integrates all the other functions together, making it the essence rather than a separate function. The assertion is true but the reason is not a correct explanation.

Q3. Assertion (A):

The Tata Group's long-term success and expansion across 100 countries is primarily because of its systematic approach to management and coordination.

Reason (R):

The case explicitly states that the Tata Group balanced only profit maximisation with no regard for employee welfare or social responsibility.

Answer: D — A is false but R is true — Both the assertion and reason are false. While the assertion appears supported by the case study, the reason directly contradicts the case material. The Tata Group did NOT focus only on profit - the case explicitly mentions they balanced 'economic prosperity, environmental responsibility and social benefits' and paid gratuity and provident fund to workers before it was mandatory. The reason is demonstrably false based on the study material.

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Case-Based Questions (CBQ) for Nature and Significance of Management

Case Study:

The Tata Group, founded in 1868, has grown into a global conglomerate operating in over 100 countries with a combined market capitalisation of around $103.51 billion (2016-17). The group's success is attributed to its strong management practices rooted in sound business principles, ethical governance, and strategic coordination. Jamsetji Nusserwanji Tata believed that satisfied workers create satisfied customers and implemented welfare measures like gratuity and provident fund well before they became legally mandatory. Today, Tata operates 29 publicly-listed enterprises across steel, automobiles, IT services, power, chemicals, beverages, telecommunications, and hospitality sectors. The values and principles governing Tata are enshrined in the Tata Code of Conduct, which guides all business decisions at every level of the organisation.

Q1. Which characteristic of management is demonstrated by the Tata Group's ability to coordinate diverse business units across multiple countries and sectors?

  • A. Management is goal-directed
  • B. Management is a group activity requiring coordination ✓
  • C. Management is a continuous process
  • D. Management only works in large corporations

Answer: B

Q2. According to the passage, Jamsetji Nusserwanji Tata's practice of providing welfare benefits before legal requirements demonstrates which aspect of management?

  • A. Management is required only to follow minimum legal standards
  • B. Management involves strategic coordination of human resources to achieve long-term organisational objectives ✓
  • C. Management means paying employees more than other organisations
  • D. Management is not concerned with employee satisfaction

Answer: B

Q3. How does the presence of the Tata Code of Conduct at every level of the organisation reflect the concept of management?

  • A. It shows that management is unnecessary because rules can replace it
  • B. It indicates that management is primarily about creating codes and rules
  • C. It proves that management only works for ethical companies
  • D. It demonstrates that management requires systematic coordination and integration of policies across all levels and functions ✓

Answer: D

Q4. Which statement best explains why the Tata Group's approach to 'sound and straightforward business principles' has contributed to its growth and sustainability?

  • A. Sound principles reduce the need for management
  • B. Straightforward principles mean there is no need for planning or organising
  • C. Sound principles are only necessary for large corporations
  • D. Transparent and ethical management practices build stakeholder trust, enabling efficient coordination of resources and achievement of long-term objectives ✓

Answer: D

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Previous Year Questions (PYQ) for Nature and Significance of Management

Real CBSE board exam questions from past papers — free to attempt.

CBSE 2026 · Set 66/2/1 · 1 mark

Identify which of the following functions is Not performed by 'Top Level Management':

  • Cooperating with other departments for smooth functioning of the organisation.
  • Being responsible for the welfare and survival of the organization.
  • Analyzing the business environment and its implications for the survival of the firm.
  • Formulating overall organizational goals and strategies for their achievement.

CBSE 2026 · Set 66/2/1 · 1 mark

Neha is working as a Manager at 'NutriBite', a company that makes protein rich snacks which are high in demand. She is responsible for implementing organisation's marketing plans, and ensuring that her department has necessary personnel to achieve goals as per company's policy. Identify the 'level' of management at which Neha is working:

  • Top level
  • Middle level
  • Operational level
  • Both Middle level and Operational level

CBSE 2026 · Set 66/2/2 · 1 mark

'The process of designing and maintaining an environment in which individuals working together in groups, efficiently accomplish selected aims' is known as:

  • Management
  • Planning
  • Organising
  • Co-ordination

CBSE 2026 · Set 66/2/2 · 3 marks

State any three features of Management.

CBSE 2026 · Set 66/2/3 · 1 mark

Neha is working as a Manager at 'NutriBite', a company that makes protein rich snacks which are high in demand. She is responsible for implementing organisation's marketing plans, and ensuring that her department has necessary personnel to achieve goals as per company's policy. Identify the 'level' of management at which Neha is working :

  • Top level
  • Middle level
  • Operational level
  • Both Middle level and Operational level

CBSE 2026 · Set 66/2/3 · 1 mark

Identify which of the following functions is Not performed by 'Top Level Management' :

  • Cooperating with other departments for smooth functioning of the organisation.
  • Being responsible for the welfare and survival of the organization.
  • Analyzing the business environment and its implications for the survival of the firm.
  • Formulating overall organizational goals and strategies for their achievement.

CBSE 2026 · Set 66/2/3 · 3 marks

(a) State any three points of importance of Management.

CBSE 2026 · Set 66/1/1 · 1 mark

'CARO Tech Solutions' aimed at development of a software system for the company's growing operations. The project was to be completed within six months with a budget of ` 12,00,000. The software development team successfully completed its project on time by outsourcing a part of the project, leading to an additional expense of ` 2,00,000. From the following, identify whether the software development team is:

  • Efficient and Effective
  • Efficient but not effective
  • Effective but not efficient
  • Neither efficient nor effective

CBSE 2026 · Set 66/1/1 · 1 mark

Due to severe winter and rising pollution levels, 'Green India Electronics' planned to launch a new eco-friendly heater in the market. It conducted a survey and found that the demand of this product was very high. As the winter season lasts only for 2 to 3 months, the Chief Executive Officer wanted that there should be close coordination among all the managers to deliver orders on time. Top level managers were asked to work in coordination with their subordinates to ensure that company's policies were properly followed. To ensure that the heaters would be ready on time, the production manager co-ordinated with the operational level managers. Operational level managers co-ordinated the activities of the workers to ensure that work proceeded according to plans. As a result 'Green India Electronics' was able to launch its heaters on time, in the market. The feature of co-ordination discussed in the above case is:

  • Co-ordination is a deliberate function.
  • Co-ordination is the responsibility of all managers.
  • Co-ordination is a continuous process.
  • Co-ordination ensures unity of action.

CBSE 2026 · Set 66/1/1 · 4 marks

'GW Industries', known for its paper products, decided to produce and launch a new line of sustainable packaging called 'EcoPac'. As management is a complex activity, the Chief Executive Officer of the company translated the work into clear goals and assigned the means to achieve those. He knew that human resources are the greatest asset of an organization, so getting work done through them is also a major task. The production of high quality sustainable packaging also required a proper production process. This was put in place for managing the flow of input materials and technology to convert these materials into high quality sustainable packaging. In this way 'GW industries' took care of various aspects for successful launch of 'EcoPac'. A characteristic of management is discussed in the above case. Identify and explain the characteristic.

CBSE 2026 · Set 66/1/2 · 3 marks

(a) State any three functions of operational level management.

CBSE 2026 · Set 66/1/3 · 1 mark

CARO Tech Solutions aimed at development of a software system for the company's growing operations. The project was to be completed within six months with a budget of ₹ 12,00,000. The software development team successfully completed its project on time by outsourcing a part of the project, leading to an additional expense of ₹ 2,00,000. From the following, identify whether the software development team is:

  • Efficient and Effective
  • Efficient but not effective
  • Effective but not efficient
  • Neither efficient nor effective

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