MCQs
I'll provide detailed explanations for all management MCQs with clear, accurate information and bullet points where helpful.
1. Management is defined as
People who are hired to oversee corporation's interest and administer the organization's activities
An act of getting people together to accomplish desired goals and objectives
The process of dealing with or controlling things and people
All of the above
Show me the answer
Answer: 4. All of the above
Explanation:
Management has multiple definitions that are all valid:
It refers to people (managers) who oversee organizational activities
It involves getting people together to achieve organizational goals
It is a process of dealing with resources (including people) to achieve objectives
These definitions complement each other rather than contradicting one another.
2. Which of the following is correct meaning of the management?
Person or group who coordinates the resources to attain the objectives
Process which includes planning, organizing, directing and controlling functions
Getting things done through other people to achieve objective
All of the above
Show me the answer
Answer: 4. All of the above
Explanation:
Management can be understood in several ways, all of which are correct:
As people/entities who coordinate resources
As a process involving key functions (planning, organizing, directing, controlling)
As the art of getting things done through others (delegation and leadership)
Management encompasses all these aspects simultaneously.
3. Management is a ______ directed process as it aims at achieving specified goals.
Continuously
Future
Goal
Deliberately
Show me the answer
Answer: 3. Goal
Explanation:
Management is described as a goal-directed process because:
All management activities are oriented toward achieving specific objectives
Without goals, management activities lack purpose and direction
The entire management process (planning, organizing, directing, controlling) revolves around goal achievement
4. Who gave this definition of management, "Management is an art of getting things through people"?
Peter Drucker
Mary Parker Follett
F.W. Taylor
Henry Fayol
Show me the answer
Answer: 2. Mary Parker Follett
Explanation:
Mary Parker Follett (1868-1933) was a pioneering management theorist who emphasized:
The human relations aspect of management
Participative decision-making
The concept of "power with" rather than "power over"
Her definition highlights management as a human-centered activity rather than just a mechanical process.
5. The main approaches of management thought are
Classical, human resources, systems, contingency
Classical, human resources, system, contextual
Classical, human relations, system, contingency
Creative, human relations, systems, contingency
Show me the answer
Answer: 3. Classical, human relations, system, contingency
Explanation:
The four main approaches to management thought are:
Classical Approach (late 1800s-early 1900s): Focuses on efficiency and structure
Human Relations Approach (1930s onward): Emphasizes human factors and social relationships
Systems Approach (1960s onward): Views organizations as interconnected systems
Contingency Approach (1970s onward): Argues there's no one best way to manage; it depends on the situation
6. Who is the father of Scientific Management theory?
Max Weber
Henry Fayol
F.W. Taylor
Elton Mayo
Show me the answer
Answer: 3. F.W. Taylor
Explanation:
Frederick Winslow Taylor (1856-1915) is considered the father of Scientific Management because:
He pioneered systematic study of work methods to improve efficiency
Developed time and motion studies
Emphasized standardization of work processes
Wrote "The Principles of Scientific Management" (1911)
7. Henry Fayol, F.W. Taylor belongs to which of the following approach of management?
Neoclassical approach
Modern approach
Classical approach
Early Perspective
Show me the answer
Answer: 3. Classical approach
Explanation:
Both Henry Fayol and F.W. Taylor are key figures in the Classical Approach to management:
Taylor focused on Scientific Management (shop floor efficiency)
Fayol developed Administrative Management principles (organization-wide perspective)
The Classical Approach (1880s-1920s) emphasized:
Efficiency and productivity
Formal organizational structures
Rational decision-making
8. Principles of management based on Henry Fayol experience are
Division of work
Unity of direction
Authority and responsibility
All of above
Show me the answer
Answer: 4. All of above
Explanation:
Henry Fayol identified 14 principles of management based on his experience as a mining executive:
Division of Work: Specialization increases efficiency
Unity of Direction: One head and one plan for a group of activities
Authority and Responsibility: Authority should be commensurate with responsibility
Other principles include: Unity of Command, Scalar Chain, Discipline, Remuneration, Centralization, etc.
9. The first management principles were developed by
F.W. Taylor
Charles Handy
Henry Fayol
Victor Meldrew
Show me the answer
Answer: 3. Henry Fayol
Explanation:
Henry Fayol (1841-1925) was among the first to systematically develop general principles of management:
Published "General and Industrial Management" in 1916
Identified 14 principles applicable to all organizations
Developed the first comprehensive theory of management functions (planning, organizing, commanding, coordinating, controlling)
While others discussed management aspects, Fayol created the first comprehensive framework.
10. Bureaucracy theory was proposed by
F.W. Taylor
Henry Fayol
Max Weber
F.L. Brech
Show me the answer
Answer: 3. Max Weber
Explanation:
Max Weber (1864-1920) proposed the theory of bureaucracy:
He was a German sociologist and political economist
Developed the concept of ideal-type bureaucracy as the most efficient form of organization
His work "Economy and Society" (1922) outlined bureaucratic principles
Bureaucracy was seen as rational, legal, and impersonal
11. Bureaucracy theory means
The development of management functions and administrative principles
A scientific study of work
A shared responsibility of authority and delegation
A hierarchy of command based on a rational-legal authority structure
Show me the answer
Answer: 4. A hierarchy of command based on a rational-legal authority structure
Explanation:
Weber's bureaucracy theory emphasizes:
Rational-legal authority: Power based on rules and positions, not personalities
Hierarchical structure: Clear chain of command
Division of labor: Specialized roles and responsibilities
Impersonality: Decisions based on rules, not personal feelings
Written rules and procedures: Standardization of operations
Career orientation: Employment based on technical qualifications
12. Bureaucracy implies an organization characterized by
Rules and regulations
Policies and procedures
Division of work
All of the above
Show me the answer
Answer: 4. All of the above
Explanation:
Bureaucratic organizations typically feature:
Rules and regulations: Formal guidelines governing operations
Policies and procedures: Standard methods for handling situations
Division of work: Specialization and clear job descriptions
Other characteristics include: hierarchy, impersonality, written records, technical competence
13. The following functions are known as the Fayol's six activities
Production, finance, marketing, HR, auditing, and accounting
Business, profession, industry, commerce, banking and service
Technical, commercial, financial, security, accounting and managerial
Show me the answer
Answer: 3. Technical, commercial, financial, security, accounting and managerial
Explanation:
Henry Fayol identified six essential activities in any industrial undertaking:
Technical: Production, manufacturing
Commercial: Buying, selling, exchange
Financial: Optimal use of capital
Security: Protection of property and persons
Accounting: Recording, statistics, costs
Managerial: Planning, organizing, commanding, coordinating, controlling
Fayol argued that managerial activities were the most important for organizational success.
14. Management is both science and art because
It has a systematic body of knowledge and requires creativity in application
It involves mathematical calculations and artistic designs
It requires scientific instruments and artistic tools
It is studied in laboratories and practiced in studios
Show me the answer
Answer: 1. It has a systematic body of knowledge and requires creativity in application
Explanation:
Management is considered both a science and an art because:
As a Science:
Has organized body of knowledge with universal principles
Based on systematic observation and experimentation
Principles can be tested and verified
As an Art:
Requires creativity and personal skills
Application depends on situational judgment
Involves practice and experience
Each manager develops their own style
Note: The PDF shows questions 14-29 are missing from the provided content. I'll continue from question 30 which appears next in the document.
30. Which of the following is not a characteristic of management?
Dynamic in nature
Goal oriented
Single man activity
Universal in nature
Show me the answer
Answer: 3. Single man activity
Explanation:
Management characteristics include:
Dynamic: Adapts to changing environments
Goal-oriented: Focuses on achieving objectives
Universal: Applicable to all types of organizations
Continuous process: Ongoing activity
Group activity: Involves working with and through people (NOT a single person activity)
Multidisciplinary: Draws from various fields
Management is inherently a group/team activity, not performed by a single individual in isolation.
31. Derivation of principles of management is a matter of ______ and their application is a matter of ______
Art and science
Science and art
Art and discipline
Discipline and science
Show me the answer
Answer: 2. Science and art
Explanation:
The derivation of management principles is a science because:
Based on systematic study and research
Involves observation, experimentation, and verification
Principles are developed through logical analysis
The application of management principles is an art because:
Requires creativity and judgment
Depends on the specific situation
Involves personal skills and experience
Different managers may apply the same principle differently
32. Who among the following was the first to identify four functions of management?
Henry Fayol
F.W. Taylor
Max Weber
Harold Koontz
Show me the answer
Answer: 1. Henry Fayol
Explanation:
Henry Fayol was the first to systematically identify and categorize management functions:
Originally identified five functions: Planning, Organizing, Commanding, Coordinating, Controlling
Later management theorists simplified these to four core functions: Planning, Organizing, Leading (or Directing), Controlling
His 1916 book "General and Industrial Management" laid this foundation
These functions form the basis of the Management Process School of thought
33. Luther Gulick classifies the function of management as:
POSDCROB
POSTCARD
POSDCORB
POSDORBC
Show me the answer
Answer: 3. POSDCORB
Explanation:
Luther Gulick (1892-1993) expanded on Fayol's work and created the acronym POSDCORB:
Planning: Setting objectives and determining courses of action
Organizing: Establishing structure and allocating resources
Staffing: Recruiting, selecting, and developing personnel
Directing: Guiding and motivating subordinates
COordinating: Harmonizing activities and efforts
Reporting: Keeping stakeholders informed
Budgeting: Financial planning and control
This acronym became widely used in public administration and management education.
34. POSDCORB stands for
Planning, organizing, staffing, directing, controlling, reporting, budgeting
Planning, organizing, staffing, directing, controlling, rectifying, budgeting
Planning, ordering, staffing, directing, controlling, reporting, budgeting
Planning, organizing, staffing, directing, controlling, recruiting, budgeting
Show me the answer
Answer: 1. Planning, organizing, staffing, directing, controlling, reporting, budgeting
Explanation:
POSDCORB represents the seven functions of management according to Luther Gulick:
Planning: Working out in broad outline what needs to be done
Organizing: Establishing the formal structure of authority
Staffing: Recruiting and training personnel
Directing: Making decisions and issuing instructions
COordinating: Interrelating various parts of the organization
Reporting: Keeping stakeholders informed through records and inspection
Budgeting: Fiscal planning, accounting, and control
This framework was particularly influential in public sector management.
35. Which of the following does NOT fall under the principles of organizations?
Hierarchy
Unity of command
Separation of power
Span of control
Show me the answer
Answer: 3. Separation of power
Explanation:
Separation of power is a political science concept, not an organizational principle:
Refers to division of government into branches (legislative, executive, judicial)
Developed by Montesquieu to prevent tyranny
Organizational principles include:
Hierarchy: Clear lines of authority from top to bottom
Unity of command: Each employee reports to only one supervisor
Span of control: Number of subordinates a manager can effectively supervise
Other principles: Division of labor, coordination, authority-responsibility parity, etc.
36. Studying the future and arranging the means for dealing with it is part of process of
Organizing
Commanding
Controlling
Planning
Show me the answer
Answer: 4. Planning
Explanation:
Planning specifically involves:
Studying the future: Analyzing trends, forecasting, anticipating changes
Setting objectives: Determining what needs to be achieved
Arranging means: Developing strategies, policies, procedures
Making decisions: Choosing among alternative courses of action
Key characteristics of planning:
Future-oriented
Involves decision-making
Continuous process
Primary function (precedes all other management functions)
37. Which of the following functions are closely related to management?
Planning & Organizing
Planning & Controlling
Staffing & Controlling
Planning & Staffing
Show me the answer
Answer: 2. Planning & Controlling
Explanation:
Planning and Controlling have a particularly close relationship:
Planning sets standards (what should be done)
Controlling measures performance against those standards
They form a continuous cycle: Plan → Implement → Control → Revise Plan
Controlling is meaningless without planning (no standards to measure against)
Planning is ineffective without controlling (no feedback on plan execution)
This relationship is often called the "Siamese twins of management."
38. The first and foremost function of management is
Planning
Organizing
Controlling
Coordination
Show me the answer
Answer: 1. Planning
Explanation:
Planning is considered the primary management function because:
It precedes all other functions (organizing, staffing, directing, controlling)
Provides direction and purpose to the organization
Establishes standards for controlling
Determines resource requirements for organizing
Guides decision-making at all levels
Without planning, other functions would lack direction and coherence
Planning answers the questions: What? Why? How? When? Where? Who?
39. Which of the following management tools is used to bridge the gap between where a firm is now and where it wants to reach?
Planning
Organizing
Directing
Controlling
Show me the answer
Answer: 1. Planning
Explanation:
Planning specifically bridges the gap between:
Current position: Where the organization is now
Desired position: Where the organization wants to be
Planning achieves this by:
Setting clear objectives
Developing strategies to achieve those objectives
Creating action plans and timelines
Allocating resources effectively
Anticipating and preparing for obstacles
Without planning, organizations would drift without direction toward their goals.
40. Which one of the following is correct statement?
Planning actually is systematic representation of future program
Planning denotes motivation
Planning denotes supervision
Planning denotes leadership style
Show me the answer
Answer: 1. Planning actually is systematic representation of future program
Explanation:
Planning is best defined as:
A systematic process (not random or haphazard)
Involving future orientation (anticipating what lies ahead)
Creating a representation/program (blueprint or roadmap)
For achieving organizational goals
Other statements are incorrect because:
Motivation relates to directing/leading function
Supervision is part of directing/controlling functions
Leadership style relates to how managers influence subordinates
Planning is fundamentally about creating a structured approach to future actions.
41. The major features of leadership do not include
Representation
Initiation
Planning
Motivation
Show me the answer
Answer: 3. Planning
Explanation:
Leadership features typically include:
Representation: Acting on behalf of the group/organization
Initiation: Starting action, introducing change
Motivation: Inspiring and energizing followers
Influence: Affecting others' behavior and attitudes
Guidance: Providing direction and support
Planning is primarily a management function, not exclusively a leadership feature:
While leaders participate in planning, it's not their defining characteristic
Planning is more associated with managerial role than pure leadership
Leadership focuses more on people aspects than procedural aspects like planning
42. Planning involves deciding in ______ what is to be done, where, how and by whom it is to be done.
Respect of
Context of
Advance
Regard to
Show me the answer
Answer: 3. Advance
Explanation:
Planning is pre-decision making done in advance:
It involves making decisions before action is taken
Answers key questions proactively: What? Where? How? Who? When?
The essence of planning is thinking ahead and preparing for future action
Without advance planning, organizations react to events rather than shape them
"In advance" emphasizes the proactive, future-oriented nature of planning.
43. Setting goals and objective is the first step in the ______ process.
Planning
Strategic planning
Organizing
Staffing
Show me the answer
Answer: 2. Strategic planning
Explanation:
Goal/objective setting is specifically the first step in strategic planning:
Strategic planning process:
Establish mission, vision, goals, and objectives
Analyze internal and external environment (SWOT)
Formulate strategies
Implement strategies
Evaluate and control
General planning process includes additional preliminary steps:
Awareness of opportunities
Establishing objectives
Developing premises
Identifying alternatives
Evaluating alternatives
Selecting alternatives
Formulating derivative plans
Implementing plans
44. Planning is based on
Decision-making
Forecasting
Staffing
Organizing
Show me the answer
Answer: 2. Forecasting
Explanation:
Planning is fundamentally based on forecasting because:
Forecasting predicts future conditions, trends, and events
Planning uses these predictions to prepare appropriate responses
Without forecasting, planning would be guessing rather than informed decision-making
Forecasting provides the premises/assumptions on which plans are built
Relationship between forecasting and planning:
Forecasting: "What is likely to happen?"
Planning: "What should we do about it?"
Decision-making is part of planning, but forecasting provides the basis for those decisions.
45. Which management function involves setting goals and objectives and creating specific plans for completing them?
Planning
Organizing
Controlling
Leading
Show me the answer
Answer: 1. Planning
Explanation:
Planning specifically involves:
Setting goals and objectives: Determining what needs to be achieved
Creating specific plans: Developing detailed approaches to achieve those goals
Key planning activities:
Establishing objectives
Developing strategies
Creating action plans
Setting timelines and deadlines
Allocating resources
Establishing policies and procedures
Other functions focus on different aspects:
Organizing: Structuring and arranging resources
Controlling: Monitoring and correcting performance
Leading: Influencing and motivating people
46. Which managerial function involves the process of setting goals and deciding on the best ways to achieve them?
Planning
Organizing
Staffing
Controlling
Show me the answer
Answer: 1. Planning
Explanation:
Planning is the function that specifically addresses:
Goal setting: Determining organizational objectives
Decision-making about means: Choosing how to achieve those objectives
Key elements of this planning aspect:
Identifying alternative courses of action
Evaluating alternatives based on criteria
Selecting the best alternative
Developing detailed implementation plans
This question emphasizes the decision-making aspect of planning, which distinguishes it from other functions that focus on implementation or control.
47. The harmonizing or synchronizing of individual efforts with the purpose of achieving group goals.
Coordination
Control
Decision making
Delegation
Show me the answer
Answer: 1. Coordination
Explanation:
Coordination specifically refers to:
Harmonizing: Bringing different elements into agreement
Synchronizing: Timing activities to work together effectively
Integrating individual efforts: Ensuring all members work toward common goals
Achieving unity of action: Creating consistency across different parts of the organization
Key aspects of coordination:
Essential for organizational effectiveness
Required at all management levels
Continuous process
Both vertical (between levels) and horizontal (between departments)
Often called the "essence of management"
48. Which of the following is not one of the steps in the decision making process?
Identifying the problem
Analyzing alternative solutions
Implementing the decision
Delegating the decision making authority
Show me the answer
Answer: 4. Delegating the decision making authority
Explanation:
The standard decision-making process includes:
Identifying/defining the problem
Gathering relevant information
Identifying/developing alternatives
Evaluating alternatives
Selecting the best alternative (making the decision)
Implementing the decision
Evaluating the decision's effectiveness
Delegating decision-making authority is:
A management practice, not a step in the decision process itself
Related to organizing and directing functions
About who makes decisions, not how decisions are made
Part of organizational design and leadership style