Management viva questions and answers 46. Theory z?

A. Theory Z of Ouchi is Dr. William Ouchi's so-called "Japanese Management" style popularized during the Asian economic boom of the 1980s. For Ouchi, Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job. According to Ouchi, Theory Z management tends to promote stable employment, high productivity, and high employee morale and satisfaction.

47.Quality circles?

A. Conceptually Quality Circles can be described as a small group of employees of the same work area, doing similar work that meets voluntarily and regularly to identify, analyse and resolve work related problems. This small group with every member of the circle participating to the full carries on the activities, utilising problem-solving techniques to achieve control or improvement in the work area and also help self and mutual development in the process.

48.TQM?

Management viva questions and answers A. Total Quality management is defined as a continuous effort by the management as well as employees of a particular organization to ensure long term customer loyalty and customer satisfaction.

Total quality management ensures that every single employee is working towards the improvement of work culture, processes, services, systems and so on to ensure long term success. Total Quality management can be divided into four categories: Plan Do Check Act.

49. ISO 9000?

A. The ISO 9000 family of quality management systems standards is designed to help organizations ensure that they meet the needs of customers and other stakeholders while meeting statutory and regulatory requirements related to a product or service. ISO 9000 deals with the fundamentals of quality management systems, including the seven quality management principles upon which the family of standards is based.

Management viva questions and answers

50.Six sigma?

A. “Six Sigma is a quality program that, when all is said and done, improves your customer’s experience, lowers your costs, and builds better leaders. — Jack Welch

Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.

The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV.

The Six Sigma DMAIC process (define, measure, analyse, improve, control) is an improvement system for existing processes falling below specification and looking for incremental improvement. The Six Sigma DMADV process (define, measure, analyse, design, verify) is an improvement system used to develop new processes or products at Six Sigma quality levels. It can also be employed if a current process requires more than just incremental improvement.

Management viva questions and answers

51.Branches of management?

A.

52.cognitive Dissonance?

A. In the field of psychology, cognitive dissonance is the mental discomfort (psychological stress) experienced by a person who simultaneously holds two or more contradictory beliefs, ideas, or values. The occurrence of cognitive dissonance is a consequence of a person performing an action that contradicts personal beliefs, ideals, and values; and also occurs when confronted with new information that contradicts said beliefs, ideals, and values.

In A Theory of Cognitive Dissonance (1957), Leon Festinger proposed that human beings strive for internal psychological consistency in order to mentally function in the real world. A person who experiences internal inconsistency tends to become psychologically uncomfortable, and is motivated to reduce the cognitive dissonance. This is done by making changes to justify their stressful behaviour, either by adding

Management viva questions and answers new parts to the cognition causing the psychological dissonance, or by actively avoiding social situations and/or contradictory information likely to increase the magnitude of the cognitive dissonance.

53.Conflicts?

A. Conflict refers to some form of friction, or discord arising within a group when the beliefs or actions of one or more members of the group are either resisted by or unacceptable to one or more members of another group.

Interpersonal Conflict:

In interpersonal conflict, you are in conflict with other individuals. This is considered a major level of conflict and can occur between co-workers, siblings, spouses, roommates and neighbours, reports Lewicki, Barry, and Saunders, writing in "Essentials of Negotiation." This is the form of conflict most people have in mind when they think about being in conflict.

Intrapersonal Conflict:

According to Lewicki, Barry, and Saunders, intrapersonal conflict is also called intrapsychic conflict. It occurs within you. This conflict can develop out of your own thoughts, ideas, emotions, values and predispositions, reports Lewicki, Barry, and Saunders. Intrapersonal conflict occurs when you internally argue with yourself about something, such as when you want a new pair of shoes but you know you should not spend the money on them.

Management viva questions and answers

https://youtu.be/8FMtugoDjbQ

54.Organisational culture?

A. Organizational culture encompasses values and behaviours that "contribute to the unique social and psychological environment of an organization".[1] According to Needle (2004),[2] organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, strategy, type of employees, management style, and national culture; culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs, and habits.

55. Staffing?

Management viva questions and answers A. Staffing is the function of employee recruitment, screening and selection performed within an organization or business to fill job openings. Other areas of employment which may be handled by a staffing department are orientation, training, retention and termination. This function is sometimes handled outside of an organization by using contractors at various levels of the staffing process. Small organizations may handle staffing on a case-by-case basis, while larger organizations may go through multiple staffing cycles during a single year. Organizations of any size may use staffing to acquire temporary or permanent employees. Some related terms and departments include human resources, personnel management and hiring.

56. Leading?

A. The third basic managerial function is leading.

The skills of influencing people for a particular purpose or reason is called leading.

Leading is considered to be the most important and challenging of all managerial activities.

Leading is influencing or prompting the member of the organization to work together with the interest of the organization.

Creating a positive attitude towards the work and goals in among the members of the organization is called leading.

It is required as it helps to serve the objective of effectiveness and efficiency by changing the behaviour of the employees.

Leading involves a number of deferment processes and activates.

The functions of direction, motivation, communication, and coordination are considered a part of leading process or system.

Coordinating is also essential in leading.

Most authors do not consider it a separate function of management.

Rather they regard coordinating as the essence of managership for achieving harmony among individual efforts towards accomplishing group targets.

Motivating is an essential quality for leading. Motivating is the function of management process of influencing people’s behaviour based on the knowledge of what cause and channel sustain human behaviour in a particularly committed direction. Efficient managers need to be effective leaders.

57.Motivation theory x & y ?

Management viva questions and answers A. In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work, or in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions.

Assumptions of Theory X

An average employee intrinsically does not like work and tries to escape it whenever possible.

Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more dictatorial style.

Many employees rank job security on top, and they have little or no aspiration/ ambition.

Employees generally dislike responsibilities.

Employees resist change.

An average employee needs formal direction.

Assumptions of Theory Y

Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs.

Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives.

If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization.

An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility.

The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems.

Thus, we can say that Theory X presents a pessimistic view of employees’ nature and behaviour at work, while Theory Y presents an optimistic view of the employees’ nature and behaviour at work. If correlate it with Maslow’s theory, we can say that Theory X is based on the assumption that the employees emphasize on the physiological needs

Management viva questions and answers and the safety needs; while Theory X is based on the assumption that the social needs, esteem needs and the self-actualization needs dominate the employees.

McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he encouraged cordial team relations, responsible and stimulating jobs, and participation of all in decision-making process.

Implications of Theory X and Theory Y

Quite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation.

Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and self-direction. Employees should be given opportunities to contribute to organizational well-being. Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. It harmonizes and matches employees’ needs and aspirations with organizational needs and aspirations.

Management viva questions and answers

58 A. MASLOW THEORY OF MOTIVATION

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper “A Theory of Human Motivation” in Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms "physiological", "safety", "belonging and love", "esteem", "self-actualization", and "self-transcendence" to describe the pattern that human motivations generally move through. The goal of Maslow's Theory is to attain the sixth level or stage: self-

Management viva questions and answers transcendent needs.

58 B. HERZBERG THEORY OF MOTIVATION ?

Management viva questions and answers This theory also known a the Two Factor theory, or the Motivation-Hygiene theory or the Dual factor theory was developed by Frederick Herzberg an American psychologist and behavioral scientist in 1959.This theory revolves around the proposition that two kinds of factors can be found in a workplace, one that creates job satisfaction and motivates employees and the other that cause dissatisfaction and reduces the morale and drive of employees to work.

He theorized that Job Satisfaction and Dissatisfaction are not the polar ends of a same metric but are different independent and different metrics. He stated that the opposite of satisfaction was not dissatisfaction but was a lack of satisfaction and similarly the opposite of dissatisfaction was not satisfaction but was a lack of dissatisfaction. This proposition was based on his finding that the reasons for satisfaction and the causation of dissatisfaction was different things not opposite to one another.

Frederick Herzberg published his studies, on various aspects present in a work environment which have a significant impact on employees’ motivation levels, in the book ‘The Motivation to Work’ in 1959.

Satisfaction Factors Dissatisfaction Factors

Recognition Work conditions

Achievement Salary

Growth Company policy

Responsibility Relationship with colleagues

Advancement opportunities Supervision

Sense of importance Relationship with boss

Management viva questions and answers

59.LEADERSHIP STYLES

Autocratic Leadership

Strategic Leadership Style. ...

Transformational Leadership.

Team Leadership. ...

Cross-Cultural Leadership. ...

Facilitative Leadership. ...

Laissez-faire Leadership

. Transactional Leadership

Coaching Leadership

Charismatic Leadership

Visionary Leadership

Management viva questions and answers 60. MANAGERIAL GRID

61.C0MMUNICATION

A. Communication is the act of conveying intended meanings from one entity or group to another through the use of mutually understood signs and semiotic rules.

62. TYPES OF COMMUNICATION

A. Communication can be categorized into three basic types: (1) verbal communication, in which you listen to a person to understand their meaning

(2) written communication, in which you read their meaning

(3) nonverbal communication, in which you observe a person and infer meaning.

Management viva questions and answers

63.FLOW OF COMMUNICATION

A. In an organization, communication flows in 5 main directions-

Downward

Upward

Lateral

Diagonal

External

64. GRAPEVINE

If communication is done without maintaining the formalities prescribed by the organization, it is called informal communication. The basis of informal communication is personal or informal relationship between the members of a group. It is also known as grapevine that takes place when the people of an organization or group, especially of same level or rank gather or meet tighter and discuss informally. It has no definite pattern or direction though it is largely horizontal in nature. It is a complex web of oral information flow linking all the members of the organization.

Single Strand Chain , Gossip Chain, Probability Chain, Cluster Chain,

Management viva questions and answers

65.MBE

A. It is a system of identification and communication that signals the manager as to when and where his attention is needed. The main object of this system is to enable the manager to identify and isolate the problems that call for decision and action, and avoid or ignore or pay less attention to less critical problems which better be handled by his subordinates.

Under this system the manager should receive only condensed, summarised and invariable comparative reports covering all the elements, and he should have all the exceptions to the past averages or standards pointed out, both the specially good and the specially bad exceptions.

This gives him a full view of the progress in a few minutes of time. Thus, by using the experience in a systematic way (i.e., having the knowledge of past attainments), a careful analysis is made with reference to existing records and standards of performances.

Management viva questions and answers

66.ZERO BASED BUDJECTING

A. Zero-based budgeting (ZBB) is a method of budgeting in which all expenses must be justified for each new period. Zero-based budgeting starts from a "zero base," and every function within an organization is analyzed for its needs and costs. Budgets are then built around what is needed for the upcoming period, regardless of whether the budget is higher or lower than the previous one.

Management viva questions and answers

67. PERT

The program evaluation and review technique, commonly abbreviated PERT, is a statistical tool, used in project management, which was designed to analyse and represent the tasks involved in completing a given project.

Management viva questions and answers

67 CPM?

A. The critical path method (CPM) is a step-by-step project management technique for process planning that defines critical and non-critical tasks with the goal of preventing time-frame problems and process bottlenecks. The CPM is ideally suited to projects consisting of numerous activities that interact in a complex manner.n applying the CPM, there are several steps that can be summarized as follows:

Define the required tasks and put them down in an ordered (sequenced) list.Create a flowchart or other diagram showing each task in relation to the others.Identify the critical and non-critical relationships (paths) among tasks.Determine the expected completion or execution time for each task.

Management viva questions and answers Locate or devise alternatives (backups) for the most critical paths.

68. MANAGEMENT AUDITA.

69.STRATEGIC MANAGEMENT A. Strategic management is the management of an organization’s resources to achieve its goals and objectives. Strategic management involves setting objectives, analysing the competitive environment, analysing the internal organization, evaluating strategies and ensuring that management rolls out the strategies across the organization. At its heart, strategic management involves identifying how the organization stacks up compared to its competitors and recognizing opportunities and threats facing an organization, whether they come from within the organization or from competitors.

Management viva questions and answers

70.MISA. MIS is short for management information system or management information services.

Management information system, or MIS, broadly refers to a computer-based system that provides managers with the tools to organize, evaluate and efficiently manage departments within an organization. In order to provide past, present and prediction information, a management information system can include software that helps in decision making, data resources such as databases, the hardware resources of a system, decision support systems, people management and project management applications, and any computerized processes that enable the department to run efficiently.

71.OPERATION RESEARCH ( OPTIMIZATION TECHNIQUES )A. Linear optimizationRobust optimizationNetwork flowsDiscrete optimizationDynamic optimizationNonlinear optimization

72. NAME SOME JOURNALS OF MANAGEMENT ?

Management viva questions and answers A.

Arabian Journal of Business and Management Review  Open Access Journal

Business and Economics Journal  Open Access Journal

International Journal of Accounting Research  Open Access Journal

International Journal of Economics & Management Sciences  Open Access Journal

Journal of Accounting & Marketing  Open Access Journal

Journal of Business & Financial Affairs  Open Access Journal

Journal of Defense Studies and Resource Management  Hybrid Open Access Journal

Journal of Entrepreneurship & Organization Management  Open Access Journal

Journal of Global Economics  Open Access Journal

Journal of Hotel & Business Management  Open Access Journal

Journal of Stock & Forex Trading  Open Access Journal

Journal of Tourism & Hospitality  Open Access Journal

Journal of Tourism Research & Hospitality  Hybrid Open Access Journal

Management viva questions and answers Review of Public Administration and Management  Open Access Journal

Chemical Engineering Journals List