Chapter 1: Introduction to Management Concepts & Managerial Skills

1.1 Definitions of Management, Role, and Importance

Technical Definitions (From PDF):
1. Mary Parker Follet:
o "Management is the art of getting things done through people."
o Focus: Coordination and human relations.
2. George R. Terry:
o "Management is a process consisting of planning, organizing, actuating, and
controlling performed to determine and accomplish objectives."
o Focus: Process-driven approach.
3. Peter Drucker:
o "Management is a multipurpose organ that manages a business, manages
managers, and manages workers and work."
o Focus: Holistic responsibility.
4. Harold Koontz:
o "Management is the art of getting work done through and with people in
formally organized groups."
Role of Management (From PDF):
 Bridge between Organization & Environment: Ensures goals are achieved despite
external changes (e.g., market trends).
 Tangible vs. Intangible Changes:
o Tangible: Technology, organizational size.
o Intangible: Employee attitudes, cultural shifts.
Importance of Management (From PDF):
1. Optimum Resource Utilization: Efficient use of 5M’s (Men, Machine, Material, Money,
Methods).
2. Expansion & Diversification: Helps industries grow and compete.
3. Reduces Absenteeism: Incentives (bonuses) and team spirit improve attendance.
4. Encourages Innovation: Employees suggest new ideas (e.g., cost-saving techniques).
5. Improves Quality of Life: Safe workplaces, medical facilities, financial stability.
MCQ:
Q: Who defined management as a "multipurpose organ"?
a) Follet
b) Terry
c) Drucker
d) Koontz
Answer: c) Drucker
1.2 Management Characteristics, Principles, Levels
Characteristics (From PDF):
1. Universal: Applicable to all organizations (profit/non-profit).
2. Goal-Oriented: Achieves predefined objectives (e.g., sales targets).
3. Continuous Process: Never stops (planning → organizing → controlling).
4. Dynamic Function: Adapts to social, political, economic changes.
5. Group Activity: Requires teamwork (e.g., production line coordination).
Principles of Management (From PDF):
1. Taylor’s Scientific Management Principles:
o Science, Not Rule of Thumb.
o Harmony, Not Discord.
o Cooperation, Not Individualism.
o Maximum Output.
2. Fayol’s 14 Principles:
o Division of Work, Authority, Discipline, Unity of Command, Unity of Direction,
Subordination of Individual Interest, Remuneration, Centralization, Scalar Chain,
Order, Equity, Stability of Tenure, Initiative, Esprit de Corps.
Levels of Management (From PDF):
Level Functions Examples
Policy-making, strategic planning, financial
Top-Level CEO, Board of Directors
control.
Middle- Executing plans, departmental coordination, Production Manager, HR
Level staffing. Manager
Daily supervision, grievance handling, worker
Lower-Level Supervisors, Foremen
training.
Management vs. Administration (From PDF):
Basis Management Administration
Function Executive (implements policies) Legislative (formulates policies)
Level Middle & Lower Top-Level
Skills Technical & Human Conceptual & Human
Example Factory Supervisor Board of Directors
MCQ:
Q: Which principle states "employees should receive orders from one superior only"?
a) Unity of Direction
b) Unity of Command
c) Discipline
d) Equity
Answer: b) Unity of Command
1.3 Functions of Management
Technical Definitions (From PDF):
1. Planning:
o "Deciding in advance what to do, how to do, when to do, and who will do."
o Example: Setting monthly production targets.
2. Organizing:
o "Dividing work into tasks, grouping tasks into departments, and allocating
authority."
o Example: Assigning workers to machines.
3. Staffing:
o "Recruitment, selection, training, and appraisal of employees."
4. Directing:
o Includes leadership, motivation, communication, supervision.
o Example: Motivating workers through incentives.
5. Controlling:
o "Measuring actual performance against standards and correcting deviations."
o Example: Reducing material wastage to meet cost targets.
MCQ:
Q: Which function involves "measuring performance"?
a) Planning
b) Organizing
c) Controlling
d) Directing
Answer: c) Controlling

1.4 Types of Planning & Steps in Planning

Types (From PDF):
1. Strategic Planning:
o Long-term (3–5 years), top-level (e.g., entering international markets).
2. Tactical Planning:
o Medium-term (1–2 years), middle-level (e.g., quarterly sales strategies).
3. Operational Planning:
o Short-term (daily/weekly), supervisory (e.g., machine maintenance schedules).
4. Contingency Planning:
o Backup plans for emergencies (e.g., power failure response).
Steps in Planning (From PDF):
1. Establish objectives.
2. Establish planning premises (assumptions).
 3. Decide planning period.
4. Identify alternatives.
5. Evaluate & select alternatives.
6. Develop derivative plans (sub-plans).
7. Measure and control progress.
MCQ:
Q: Which plan is used to handle machine breakdowns?
a) Strategic
b) Tactical
c) Operational
d) Contingency
Answer: d) Contingency

1.5 Types of Organizations & Steps in Organizing

Types (From PDF):
1. Line Organization:
o Direct vertical hierarchy (e.g., military).
o Pros: Clear authority, quick decisions.
o Cons: Overloads managers.
2. Functional Organization:
o Divided by specialized departments (e.g., HR, Production).
o Pros: Expertise in departments.
o Cons: Multiple bosses confuse workers.
3. Line & Staff Organization:
o Combines line managers + specialist staff (e.g., HR advisors).
o Pros: Expert guidance.
o Cons: Conflicts between line & staff.
4. Project Organization:
o Temporary teams for specific tasks (e.g., software development).
Steps in Organizing (From PDF):
1. Determine objectives.
2. Identify & group activities.
3. Assign duties.
4. Delegate authority.
5. Provide physical facilities (tools, safe environment).
MCQ:
Q: Which organization type is prone to "multiple boss" issues?
a) Line
b) Functional
c) Project
d) Line & Staff
Answer: b) Functional

1.6 Functional Areas of Management

From PDF:
1. Production Management:
o Manages conversion of inputs (raw materials) into outputs (goods).
o Sub-areas: Purchasing, Materials Management, R&D.
2. Marketing Management:
o Manages advertising, sales, market research.
3. Financial Management:
o Manages funds, investments, budgets.
4. Human Resource Management:
o Manages recruitment, training, labor relations.
MCQ:
Q: Which function handles "employee training"?
a) Production
b) Marketing
c) HR
d) Finance
Answer: c) HR

1.7 Managerial Skills

From PDF:
1. Technical Skills:
o Knowledge of tools/machines (e.g., operating a CNC machine).
o Critical for lower-level managers.
2. Human Skills:
o Communication, motivation, leadership.
o Required at all levels.
3. Conceptual Skills:
o Strategic thinking, decision-making.
o Critical for top-level managers.
Katz’s Model (From PDF):
 Top Management: Conceptual > Human > Technical.
 Middle Management: Balanced all three.
 Lower Management: Technical > Human > Conceptual.
MCQ:
Q: Which skill is essential for a supervisor?
a) Conceptual
b) Technical
c) Financial
d) Marketing
Answer: b) Technical

MCQs for Chapter 1

1. Who said, "Management is the art of getting work done through people"?
a) Terry
b) Follet
c) Drucker
d) Fayol
Answer: b) Follet
2. Which principle emphasizes "employees should prioritize organizational goals over
personal interests"?
a) Unity of Command
b) Subordination of Individual Interest
c) Equity
d) Discipline
Answer: b)
3. Which function of management involves "recruitment and training"?
a) Planning
b) Staffing
c) Directing
d) Controlling
Answer: b)
4. A plan to handle raw material shortages is an example of:
a) Strategic Plan
b) Contingency Plan
c) Operational Plan
d) Tactical Plan
Answer: b)
5. Which organization type uses "temporary teams"?
a) Line
b) Functional
c) Project
 d) Matrix
Answer: c)

Summary of Chapter 1
 Management: Universal, goal-oriented process involving planning, organizing, staffing,
directing, controlling.
 Principles: Taylor (scientific management) & Fayol (14 principles).
 Levels: Top (policy), Middle (execution), Lower (supervision).
 Organizations: Line, Functional, Project (choose based on needs).
 Skills: Technical (supervisors), Conceptual (CEOs).

Chapter 2: Planning and Organizing at Supervisory Level

(Complete Coverage with MCQs and Summaries)

2.1 Planning by Supervisor

Definition:
Planning at the supervisory level involves creating short-term, actionable plans to execute
tasks assigned by top/middle management.
Key Activities:
1. Short-Term Plans: Daily/weekly schedules (e.g., production targets, shift rotations).
2. Operational Plans: Derived from strategic plans (e.g., adjusting machine usage based on
demand).
3. Flexibility: Plans must adapt to sudden changes (e.g., machine breakdowns).
Example:
A supervisor in a manufacturing unit plans daily production targets, allocates workers to
machines, and ensures raw material availability.
Summary:
Supervisors focus on execution by breaking down higher-level goals into daily tasks.

2.2 Planning Activities: Detailing Steps

Step-by-Step Process:
1. Define Objectives: E.g., "Produce 500 units/day."
2. Identify Resources: Materials, machines, manpower.
3. Allocate Tasks: Assign workers to specific machines/shifts.
4. Set Timelines: E.g., "Complete Batch A by 2 PM."
5. Monitor Progress: Track output vs. targets.
6. Adjust Plans: Revise schedules for delays (e.g., material shortage).
Example:
 Step 1: Objective = Assemble 200 cars this week.
  Step 4: Timeline = 40 cars/day (5 days).
Summary:
A systematic approach ensures tasks are completed efficiently with minimal disruptions.

2.3 Prescribing Standard Forms

Common Forms Used by Supervisors:
1. Material Requisition Form:
o Purpose: Request raw materials from stores.
o Fields: Material code, quantity, rate, authorized signatories.
2. Job Description Form:
o Purpose: Define tasks, skills, and responsibilities for a role.
o Fields: Job title, duties, required skills.
3. Machine Planning Form:
o Purpose: Schedule machine usage.
o Fields: Machine ID, work order, time slots.
4. Tool Issue Form:
o Purpose: Track tool allocation.
o Fields: Tool name, issued date, worker signature.
Example:
A Material Requisition Form ensures the supervisor gets the right materials in time to avoid
production delays.
Summary:
Standard forms bring consistency, reduce errors, and ensure accountability.

2.4 Budgeting for Materials and Manpower

Material Budget:
 Formula:
 Example:
o Required = 1,000 units
o Ending Inventory = 200 units
o Beginning Inventory = 150 units
o Materials Purchased = 1,000 + 200 - 150 = 1,050 units.
Manpower Budget:
 Formula:
 Example:
o 2,000 units needed in 10 days → 200 units/day.
o 1 worker produces 20 units/day → 10 workers needed.
MCQ:
Q: If materials required = 500 units, beginning inventory = 50 units, and ending inventory = 100
units, materials purchased = ?
a) 450
b) 550
c) 600
d) 650
Answer: b) 550
Summary:
Budgets ensure resources (materials/manpower) align with production goals.

2.5 Organizing Physical Resources

Steps to Organize:
1. Layout Planning: Arrange machines for smooth workflow.
2. Inventory Management: Store materials for easy access.
3. Safety Measures: Ensure fire exits, first-aid kits, PPE.
Block Diagram Example:
Copy
Raw Material Store → Production Line → Quality Check → Finished Goods Store
MCQ:
Q: What is the first step in organizing physical resources?
a) Safety checks
b) Layout planning
c) Hiring workers
d) Budgeting
Answer: b) Layout planning
Summary:
Efficient organization minimizes waste and enhances productivity.

2.6 Matching Human Needs with Job Needs

Maslow’s Hierarchy Applied to Work:
1. Physiological: Fair wages, breaks.
2. Safety: Safe workspace, job security.
3. Social: Team collaboration.
4. Esteem: Recognition (e.g., "Employee of the Month").
5. Self-Actualization: Skill development, career growth.
Example:
A worker in a monotonous job (low skill) may need job rotation (esteem/self-actualization).
MCQ:
Q: Which need is fulfilled by "Employee of the Month" awards?
a) Physiological
b) Safety
c) Esteem
d) Social
Answer: c) Esteem
Summary:
Aligning job roles with employee needs boosts motivation and reduces turnover.

2.7 Allotment of Tasks & Group Relationships

Task Allotment:
1. Skill-Based Allocation: Assign tasks based on expertise (e.g., welder to welding).
2. Delegation: Transfer authority (e.g., shift-in-charge).
Building Group Relationships:
1. Team-Building Activities: Group training, workshops.
2. Clear Communication: Daily huddles, feedback sessions.
Example:
A supervisor assigns Worker A (experienced) to train Worker B (new) to build teamwork.
MCQ:
Q: What is the key to effective delegation?
a) Micromanagement
b) Trust
c) Punishment
d) Isolation
Answer: b) Trust
Summary:
Clear roles and teamwork ensure tasks are completed efficiently.

MCQs for Chapter 2

1. Which form is used to request raw materials?
a) Job Description Form
b) Material Requisition Form
c) Machine Planning Form
d) Tool Issue Form
Answer: b) Material Requisition Form
2. Calculating materials purchased involves:
a) Adding beginning and ending inventory
b) Subtracting beginning inventory from materials required
c) Materials Required + Ending Inventory – Beginning Inventory
d) Materials Required – Ending Inventory
Answer: c)
 3. What does a block diagram of production flow show?
a) Employee salaries
b) Machine repair history
c) Workflow from raw material to finished goods
d) Budget allocations
Answer: c)
4. Job rotation fulfills which human need?
a) Physiological
b) Self-Actualization
c) Safety
d) Social
Answer: b)
5. Task allotment should be based on:
a) Seniority
b) Skills
c) Favoritism
d) Random selection
Answer: b)

Final Summary
 Planning: Short-term, actionable plans with standard forms (e.g., material requisition).
 Budgeting: Calculate materials/manpower using formulas.
 Organizing: Optimize layout, inventory, and safety.
 Human Needs: Align jobs with Maslow’s hierarchy (esteem, self-actualization).
 Group Dynamics: Delegate tasks based on skills and build teamwork.

MCQ’s:
1.1 Definitions of Management, Role, and Importance
1. Who defined management as "the art of getting things done through people"?
a) George R. Terry
b) Mary Parker Follet
c) Harold Koontz
d) Peter Drucker
Answer: b) Mary Parker Follet
2. Which definition of management emphasizes "processes like planning, organizing,
actuating, and controlling"?
a) Follet
b) Terry
 c) Fayol
d) Drucker
Answer: b) Terry
3. Management acts as a bridge between the organization and its:
a) Shareholders
b) Environment
c) Competitors
d) Suppliers
Answer: b) Environment
4. Which of the following is an example of an intangible change managed by
organizations?
a) New machinery
b) Employee attitudes
c) Factory expansion
d) Software upgrades
Answer: b) Employee attitudes
5. What is a key role of management in reducing absenteeism?
a) Micromanagement
b) Offering bonuses
c) Increasing workload
d) Reducing salaries
Answer: b) Offering bonuses

1.2 Management Characteristics, Principles, Levels

6. Which characteristic of management states it is applicable to both NGOs and
corporations?
a) Goal-oriented
b) Universal
c) Dynamic
d) Continuous
Answer: b) Universal
7. "Employees should receive orders from only one superior." This is part of:
a) Unity of Direction
b) Unity of Command (Fayol)
c) Division of Work
d) Scalar Chain
Answer: b) Unity of Command
8. Which level of management is responsible for policy-making?
a) Lower-level
 b) Middle-level
c) Top-level
d) Supervisory
Answer: c) Top-level
9. Administration is primarily concerned with:
a) Daily operations
b) Policy formulation
c) Worker supervision
d) Machine maintenance
Answer: b) Policy formulation
10.Which principle emphasizes "fair remuneration to employees"?
a) Equity
b) Discipline
c) Stability of Tenure
d) Esprit de Corps
Answer: a) Equity

1.3 Functions of Management

11.Which function involves "setting objectives and deciding how to achieve them"?
a) Organizing
b) Planning
c) Directing
d) Controlling
Answer: b) Planning
12.Assigning tasks to departments and delegating authority is part of:
a) Staffing
b) Organizing
c) Directing
d) Controlling
Answer: b) Organizing
13.Leadership and motivation fall under which function?
a) Planning
b) Directing
c) Staffing
d) Controlling
Answer: b) Directing
14.Recruitment and training are part of:
a) Staffing
b) Organizing
 c) Controlling
d) Directing
Answer: a) Staffing
15.Measuring performance against standards is part of:
a) Controlling
b) Planning
c) Directing
d) Organizing
Answer: a) Controlling

1.4 Types of Planning & Steps

16.A 5-year plan to enter international markets is an example of:
a) Operational planning
b) Tactical planning
c) Strategic planning
d) Contingency planning
Answer: c) Strategic planning
17.Which planning type is used to handle sudden machine breakdowns?
a) Tactical
b) Operational
c) Contingency
d) Strategic
Answer: c) Contingency
18.The first step in planning is:
a) Identify alternatives
b) Establish objectives
c) Evaluate options
d) Set timelines
Answer: b) Establish objectives
19.Quarterly sales targets are an example of:
a) Tactical planning
b) Operational planning
c) Strategic planning
d) Contingency planning
Answer: a) Tactical planning
20.Which step involves creating sub-plans like procurement schedules?
a) Establish premises
b) Develop derivative plans
c) Measure progress
 d) Assign tasks
Answer: b) Develop derivative plans

1.5 Types of Organizations & Steps in Organizing

21.Which organization type has a strict vertical hierarchy (e.g., military)?
a) Line
b) Functional
c) Project
d) Matrix
Answer: a) Line
22.Workers in a functional organization often face issues like:
a) Overlapping authority
b) Lack of specialization
c) Slow decision-making
d) Rigid structure
Answer: a) Overlapping authority
23.Assigning duties and delegating authority is part of:
a) Planning
b) Organizing
c) Directing
d) Controlling
Answer: b) Organizing
24.Which organization type combines line managers with specialist advisors?
a) Matrix
b) Line & Staff
c) Project
d) Functional
Answer: b) Line & Staff
25.Which step in organizing ensures workers have tools and a safe workspace?
a) Assign duties
b) Delegate authority
c) Provide physical facilities
d) Group activities
Answer: c) Provide physical facilities

1.6 Functional Areas of Management

26.Market research and advertising are handled by:
a) Production management
b) Financial management
 c) Marketing management
d) HR management
Answer: c) Marketing management
27.Which department manages payroll and investments?
a) HR
b) Finance
c) Production
d) R&D
Answer: b) Finance
28.Employee training is part of:
a) Production management
b) HR management
c) Financial management
d) Marketing management
Answer: b) HR management
29.Purchasing raw materials is handled by:
a) Production management
b) Marketing management
c) Financial management
d) HR management
Answer: a) Production management
30.Which functional area focuses on converting inputs into goods?
a) Marketing
b) Finance
c) Production
d) HR
Answer: c) Production

1.7 Managerial Skills

31.Technical skills are most critical for:
a) CEOs
b) Supervisors
c) HR Managers
d) Board members
Answer: b) Supervisors
32.Conceptual skills are essential for:
a) Top-level managers
b) Machine operators
c) Sales executives
 d) Data entry clerks
Answer: a) Top-level managers
33.Which skill involves resolving conflicts between team members?
a) Technical
b) Conceptual
c) Human
d) Financial
Answer: c) Human
34.According to Katz’s model, middle managers need:
a) Only technical skills
b) Only conceptual skills
c) Balanced technical, human, and conceptual skills
d) Only human skills
Answer: c) Balanced skills
35.Which skill helps a manager analyze market trends?
a) Technical
b) Conceptual
c) Human
d) Operational
Answer: b) Conceptual

Unit 2: Planning and Organizing at Supervisory Level

50 MCQs (No Repetitions, Topic-Wise Coverage)
2.1 Planning by Supervisor
36.Supervisory planning focuses on:
a) Long-term strategies
b) Daily production schedules
c) Policy formulation
d) Financial audits
Answer: b) Daily production schedules
37.Which activity is part of a supervisor’s planning?
a) Setting annual budgets
b) Allocating workers to shifts
c) Hiring CEOs
d) Designing company logos
Answer: b) Allocating workers to shifts
38.Supervisors adjust plans based on:
a) Shareholder demands
b) Sudden machine breakdowns
 c) International trade policies
d) Board meetings
Answer: b) Sudden machine breakdowns
39.Which plan ensures raw materials are available for daily production?
a) Strategic
b) Tactical
c) Operational
d) Contingency
Answer: c) Operational
40.Supervisors derive their plans from:
a) Employee suggestions
b) Top-level strategic plans
c) Customer complaints
d) Competitor analysis
Answer: b) Top-level strategic plans

2.2 Planning Activities & Steps

41.The first step in supervisory planning is:
a) Allocate tasks
b) Define objectives
c) Monitor progress
d) Adjust plans
Answer: b) Define objectives
42.Which step involves tracking daily output?
a) Identify resources
b) Set timelines
c) Monitor progress
d) Adjust plans
Answer: c) Monitor progress
43.If production delays occur, the supervisor should:
a) Ignore the issue
b) Revise the schedule
c) Fire workers
d) Blame management
Answer: b) Revise the schedule
44.Assigning a worker to Machine A from 9 AM to 12 PM is part of:
a) Allocating tasks
b) Defining objectives
c) Identifying resources
 d) Setting timelines
Answer: a) Allocating tasks
45.A supervisor’s timeline for assembling 200 cars in 5 days requires:
a) 20 cars/day
b) 40 cars/day
c) 50 cars/day
d) 100 cars/day
Answer: b) 40 cars/day

2.3 Prescribing Standard Forms

46.Which form is used to request tools from the store?
a) Job Description Form
b) Tool Issue Form
c) Material Requisition Form
d) Machine Planning Form
Answer: b) Tool Issue Form
47.A Machine Planning Form includes fields like:
a) Employee salary
b) Machine ID and time slots
c) Customer feedback
d) Marketing budget
Answer: b) Machine ID and time slots
48.What is the purpose of a Material Requisition Form?
a) Track employee attendance
b) Request raw materials
c) Schedule meetings
d) Allocate budgets
Answer: b) Request raw materials
49.A Job Description Form defines:
a) Machine maintenance schedules
b) Tasks and responsibilities
c) Production targets
d) Sales strategies
Answer: b) Tasks and responsibilities
50.Standard forms help supervisors by ensuring:
a) Random decision-making
b) Consistency and accountability
c) Increased paperwork
 d) Employee demotivation
Answer: b) Consistency and accountability
2.4 Budgeting for Materials and Manpower
51.Calculate materials purchased if required = 800 units, beginning inventory = 100 units,
and ending inventory = 150 units.
a) 750
b) 850
c) 950
d) 1,000
Answer: b) 850
Formula: Materials Purchased = Required + Ending Inventory – Beginning Inventory
52.If 1 worker produces 25 units/day and the target is 500 units in 5 days, how many
workers are needed?
a) 4
b) 5
c) 6
d) 10
Answer: a) 4
Calculation: 500 units ÷ 5 days = 100 units/day → 100 ÷ 25 = 4 workers
53.Which budget ensures raw materials align with production targets?
a) Financial
b) Manpower
c) Material
d) Marketing
Answer: c) Material
54.A supervisor notices a 20% increase in material wastage. Which step should they take?
a) Increase production targets
b) Revise the material budget
c) Ignore the issue
d) Reduce worker shifts
Answer: b) Revise the material budget
55.Manpower budgeting helps supervisors:
a) Design marketing campaigns
b) Hire the right number of workers
c) Purchase machinery
d) Negotiate with suppliers
Answer: b) Hire the right number of workers

2.5 Organizing Physical Resources

 56.What does a block diagram of production flow illustrate?
a) Employee salaries
b) Machine repair history
c) Workflow from raw material to finished goods
d) Budget allocations
Answer: c) Workflow from raw material to finished goods
57.Which step ensures raw materials are stored near the production line?
a) Safety checks
b) Layout planning
c) Hiring workers
d) Budgeting
Answer: b) Layout planning
58.A supervisor prioritizes fire exits and PPE. This relates to:
a) Inventory management
b) Safety measures
c) Material budgeting
d) Task allocation
Answer: b) Safety measures
59.Which tool helps track tool allocation to workers?
a) Material Requisition Form
b) Machine Planning Form
c) Tool Issue Form
d) Job Description Form
Answer: c) Tool Issue Form
60.Poor inventory management leads to:
a) Faster production
b) Material shortages
c) Higher employee morale
d) Lower safety risks
Answer: b) Material shortages

2.6 Matching Human Needs with Job Needs

61.Job rotation helps fulfill which human need?
a) Physiological
b) Safety
c) Social
d) Self-actualization
Answer: d) Self-actualization
 62.Providing fair wages satisfies:
a) Physiological needs
b) Esteem needs
c) Social needs
d) Safety needs
Answer: a) Physiological needs
63.Team collaboration addresses which human need?
a) Safety
b) Social
c) Esteem
d) Self-actualization
Answer: b) Social
64.A supervisor offers skill development workshops to fulfill:
a) Safety needs
b) Esteem needs
c) Self-actualization
d) Physiological needs
Answer: c) Self-actualization
65.Job security primarily satisfies:
a) Safety needs
b) Social needs
c) Esteem needs
d) Physiological needs
Answer: a) Safety needs

2.7 Allotment of Tasks & Group Relationships

66.Assigning a welding task to a trained welder is an example of:
a) Skill-based allocation
b) Random selection
c) Favoritism
d) Micromanagement
Answer: a) Skill-based allocation
67.Effective delegation requires:
a) Constant supervision
b) Trust in subordinates
c) Punishing mistakes
d) Ignoring feedback
Answer: b) Trust in subordinates
 68.Daily team huddles help improve:
a) Budget accuracy
b) Group communication
c) Machine efficiency
d) Material costs
Answer: b) Group communication
69.A supervisor pairs an experienced worker with a new hire to:
a) Reduce costs
b) Build teamwork
c) Delay production
d) Increase workload
Answer: b) Build teamwork
70.Conflict between workers on the production line can be resolved by:
a) Ignoring the issue
b) Clear communication and mediation
c) Reducing salaries
d) Micromanaging tasks
Answer: b) Clear communication and mediation

MLO-Aligned Scenario-Based Questions

71.MLO 2c: A supervisor needs to produce 1,200 units in 10 days. Each worker makes 30
units/day. How many workers are needed?
a) 4
b) 5
c) 6
d) 40
Answer: a) 4
Calculation: 1,200 ÷ 10 = 120 units/day → 120 ÷ 30 = 4 workers
72.MLO 2d: Draw a block diagram for "Raw Materials → Assembly → Packaging →
Shipping." Which step is missing?
a) Quality Check
b) Marketing
c) Budgeting
d) Hiring
Answer: a) Quality Check
73.MLO 2e: Workers in a monotonous job show low motivation. Which action aligns with
Maslow’s hierarchy?
a) Increase workload
b) Offer job rotation
 c) Reduce breaks
d) Delay salaries
Answer: b) Offer job rotation
74.MLO 2f: To assemble 500 gadgets, tasks include soldering, testing, and packaging.
Who should handle soldering?
a) New intern
b) Trained technician
c) Accountant
d) Security guard
Answer: b) Trained technician
75.MLO 2a: A supervisor revises daily schedules due to a machine breakdown. This is part
of:
a) Strategic planning
b) Contingency planning
c) Financial planning
d) Marketing planning
Answer: b) Contingency planning

Final 25 Questions for Unit 2

76.Which form tracks tool allocation and return dates?
a) Tool Issue Form
b) Material Requisition Form
c) Job Description Form
d) Machine Planning Form
Answer: a) Tool Issue Form
77.A supervisor’s material budget formula is:
a) Materials Required + Beginning Inventory – Ending Inventory
b) Materials Required + Ending Inventory – Beginning Inventory
c) Materials Required – Ending Inventory
d) Beginning Inventory + Ending Inventory
Answer: b) Materials Required + Ending Inventory – Beginning Inventory
78.Safe storage of chemicals in the workplace addresses:
a) Esteem needs
b) Safety needs
c) Social needs
d) Self-actualization
Answer: b) Safety needs
79.Which principle ensures workers know their tasks and reporting lines?
a) Unity of Command
 b) Division of Work
c) Equity
d) Scalar Chain
Answer: b) Division of Work
80.A supervisor notices a worker struggling with a task. The best action is:
a) Reprimand the worker
b) Provide training
c) Ignore the issue
d) Reduce their pay
Answer: b) Provide training
81.Which layout arranges machines in the order of production steps?
a) Process layout
b) Product layout
c) Fixed layout
d) Hybrid layout
Answer: b) Product layout
82.A contingency plan is used for:
a) Daily production targets
b) Handling emergencies
c) Annual budgets
d) Employee promotions
Answer: b) Handling emergencies
83.Which need is met by recognizing an employee as "Best Performer"?
a) Physiological
b) Esteem
c) Safety
d) Social
Answer: b) Esteem
84.To build team spirit, a supervisor can organize:
a) Isolation of workers
b) Team-building workshops
c) Salary cuts
d) Longer shifts
Answer: b) Team-building workshops
85.Delegating authority to a shift-in-charge demonstrates:
a) Centralization
b) Decentralization
c) Micromanagement
 d) Favoritism
Answer: b) Decentralization
86.Which step follows "Define Objectives" in supervisory planning?
a) Allocate tasks
b) Identify resources
c) Monitor progress
d) Adjust plans
Answer: b) Identify resources
87.A supervisor’s plan to handle a supplier delay is an example of:
a) Strategic planning
b) Tactical planning
c) Operational planning
d) Contingency planning
Answer: d) Contingency planning
88.Which document defines a worker’s duties and required skills?
a) Material Requisition Form
b) Job Description Form
c) Machine Planning Form
d) Tool Issue Form
Answer: b) Job Description Form
89.Workers complaining about unclear instructions indicate a lack of:
a) Unity of Command
b) Division of Work
c) Equity
d) Esprit de Corps
Answer: a) Unity of Command
90.Which skill helps a supervisor resolve conflicts between team members?
a) Technical
b) Human
c) Conceptual
d) Financial
Answer: b) Human
91.A supervisor’s role in staffing includes:
a) Setting production targets
b) Recruiting workers
c) Measuring performance
d) Allocating budgets
Answer: b) Recruiting workers
92.Which tool ensures materials are available for production?
a) Material Requisition Form
b) Machine Planning Form
c) Job Description Form
d) Tool Issue Form
Answer: a) Material Requisition Form
93.A worker’s request for a transfer to a challenging role relates to:
a) Physiological needs
b) Safety needs
c) Self-actualization
d) Social needs
Answer: c) Self-actualization
94.Which principle states "workers should prioritize organizational goals over personal
interests"?
a) Unity of Command
b) Subordination of Individual Interest
c) Equity
d) Discipline
Answer: b) Subordination of Individual Interest
95.A supervisor’s daily production schedule is an example of:
a) Strategic planning
b) Tactical planning
c) Operational planning
d) Contingency planning
Answer: c) Operational planning
96.Which step in organizing ensures workers have access to tools?
a) Assign duties
b) Delegate authority
c) Provide physical facilities
d) Group activities
Answer: c) Provide physical facilities
97.A functional organization may lead to:
a) Clear authority
b) Multiple bosses
c) Quick decisions
d) Rigid hierarchy
Answer: b) Multiple bosses
98.A supervisor notices a worker’s repetitive strain injury. The best action is:
a) Ignore it
 b) Provide ergonomic equipment
c) Increase workload
d) Reduce breaks
Answer: b) Provide ergonomic equipment
99.Which skill is critical for a supervisor to operate machinery?
a) Conceptual
b) Technical
c) Human
d) Financial
Answer: b) Technical
100. To improve workflow, a supervisor rearranges machines. This is part of:
a) Layout planning
b) Budgeting
c) Staffing
d) Directing
Answer: a) Layout planning