Unit-5 Fom

Department of Management
LECTURE NOTES
ON
FUNDAMENTALS OF MANAGEMENT
III B. Tech I semester (JNTUH-R17)
COURSE I/C CONTENT Coordinator HOD DIRECTOR

Department of MBA
COURSE: FUNDAMENTALS OF MANAGEMENT (SM504MS)
MAIN INDEX A.Y: 2019-20
PAGE
SNO TOPIC REMARK
NO
6 LECTURE NOTES 8-15
7 TUTORIAL BANK
8 DESCRIPTIVE BANK 16
9 OBJECTIVE BANK 17
10 UNIT TEST PAPER 18-21
11 SEMINAR TOPICS 22
12 ASSIGNMENT BANK 23
13 REAL TIME APPLICATIONS 24
14 NPTEL 25
15 BLOOMS TAXONOMY 26
OUT COME BASED
16 EDUCATION -ALE 27

VISION AND MISSION OF THE INSTITUTE
INSTITUTE VISION:
To establish as an ideal academic institutions in the service of the nation, the world and the humanity
by graduating talented engineers to be ethically strong, globally competent by conducting high
quality research, developing breakthrough technologies, and disseminating and preserving technical
knowledge.
INSTITUTE MISSION:
To fulfill the promised vision through the following strategic characteristics and aspirations:
1. An atmosphere that facilitates personal commitment to the educational success of students

in an environment that values diversity and community.
2. Prudent and accountable resource management;
3. Undergraduate programs that integrate global awareness, communication skills and team
building across the curriculum;
4. Leadership and service to meet society’s needs;
5. Education and research partnerships with colleges, universities, and industries to graduate
education and training that prepares students for interdisciplinary engineering research and
advanced problem solving;
6. Highly successful alumni who contribute to the profession in the global society.

VISION AND MISSION OF THE DEPARTMENT
DEPARTMENT VISION:
To empower the students to be technologically adept, innovative, self-motivated and

responsible global citizen possessing human values and contribute significantly towards
high quality technical education with ever changing world.
MISSION:
 To offer high-quality education in the computing fields by providing an environment

where the knowledge is gained and applied to participate in research, for both students
and faculty.
 To develop the problem solving skills in the students to be ready to deal with cutting
edge technologies of the industry.
 To make the students and faculty excel in their professional fields by inculcating the
communication skills, leadership skills, team building skills with the organization of
various co-curricular and extra-curricular programmes.
 To provide the students with theoretical and applied knowledge, and adopt an
education approach that promotes lifelong learning and ethical growth.
PROGRAMME EDUCATIONAL OBJECTIVES
Sl. No. PEOs Name Program Education Objective Statements

Professional career: Establish a successful professional career in industry,
1 PEO - 1 government or academia
Higher studies or R & D: gain multidisciplinary knowledge providing a
2 PEO – 2 sustainable competitive edge in higher studies or Research and Development
Entrepreneurial: promote design, research, and implementation of products and
3 PEO – 3 services through strong communication, leadership and ethical skills, to be an

entrepreneurial

Program Outcomes
PO Name Graduate Attributes PO Statements
Engineering Apply the knowledge of mathematics, science, engineering fundamentals, and an

PO1
knowledge engineering specialization to the solution of complex engineering problems
Identify, formulate, review research literature, and analyze complex engineering
PO 2 Problem analysis problems reaching substantiated conclusions using first principles of mathematics,
natural sciences, and engineering sciences.
Design solutions for complex engineering problems and design system
Design/
components or processes that meet the specified needs with appropriate
PO 3 development of
consideration for the public health and safety, and the cultural, societal, and
solutions
environmental considerations.
Conduct Use research-based knowledge and research methods including design of
PO 4 investigations of experiments, analysis and interpretation of data, and synthesis of the information
complex problems to provide valid conclusions
Create, select, and apply appropriate techniques, resources, and modern
PO 5 Modern tool usage engineering and IT tools including prediction and modeling to complex
engineering activities with an understanding of the limitations.
Apply reasoning informed by the contextual knowledge to assess societal, health,
The engineer and
PO 6 safety, legal and cultural issues and the consequent responsibilities relevant to the
society
professional engineering practice.
Understand the impact of the professional engineering solutions in societal and
Environment and
PO 7 environmental contexts, and demonstrate the knowledge of, and need for
sustainability
sustainable development.
Apply ethical principles and commit to professional ethics and responsibilities and
PO 8 Ethics
norms of the engineering practice.
Individual and Function effectively as an individual, and as a member or leader in diverse teams,
PO 9
team work and in multidisciplinary settings.
Communicate effectively on complex engineering activities with the engineering
community and with society at large, such as, being able to comprehend and write
PO 10 Communication
effective reports and design documentation, make effective presentations, and give
and receive clear instructions.

Project Demonstrate knowledge and understanding of the engineering and management
PO 11 management and principles and apply these to one’s own work, as a member and leader in a team,
finance to manage projects and in multidisciplinary environments.
Recognize the need for, and have the preparation and ability to engage in
PO 12 Life-long learning
independent and life-long learning in the broadest context of technological change.
Program Specific Outcomes
 PSO1: Applications of Computing: Ability to use knowledge in various domains to provide

solution to new ideas and innovations.
 PSO2: Programming Skills: Identify required data structures, design suitable algorithms, develop
and maintain software for real world proble

Course Outcomes& Course Objectives
Course Outcomes
 What are the circumstances that lead to management evolution and how it will affect future
managers
 Analyze and evaluate the influence of historical forces on the current practice of
management
 Identify and evaluate social responsibility and ethical issues involved in business
situations and logically articulate own position on such issues.
 Explain how organizations adapt to an uncertain environment and identify techniques
managers use to influence and control the internal environment
 Develop the process of management's four functions: planning, organizing, leading,
and controlling.
 Interpret and properly use vocabularies within the field of management to articulate one's
own position on a specific management issue and communicate effectively with varied
audiences.
 Evaluate leadership styles to anticipate the consequences of each leadership style.
 Identify the areas to control and Selecting the Appropriate controlling
methods/Techniques
Course Objectives
 Managers manage business organizations in the dynamic global environment

 Organizations develop and maintain competitive advantage
 Business decisions are made using various tools and techniques to remain competitive
 Managers use problem-solving strategies and critical thinking skills in real-life situations
 Different areas of the business (i.e., Manufacturing/Service, Marketing, Finance
and Human Resource Management) support the vision and mission.
 Managers implement successful planning
III B.TECH I SYLLABUS

Regulation: R17
FUNDAMENTALS OF MANAGEMENT
UNIT – V
Controlling: Control, Types and Strategies for Control, Steps in Control Process, Budgetary
and Non- Budgetary Controls. Characteristics of Effective Controls, Establishing control
systems, Control frequency, and Methods.

UNIT – 5: CONTROLLING
5.1. Control
5.2. Types and Strategies for Control
5.3. Steps in Control Process
5.4. Budgetary and Non- Budgetary Controls
5.5. Characteristics of Effective Controls
5.6. Establishing control systems
5.7. Control frequency and Methods
*******
5.1. Control
The function of control consists of those activities that are undertaken to
ensure that the events do not deviate from the per-arranged plans. The activities
consist of establishing standards for work performance, measuring performance
and comparing it to these set standards and taking corrective actions as and
when needed, to correct any deviations.
According to Koontz & O’Donnell, “Controlling is the measurement & correction
of performance activities of subordinates in order to make sure that the
enterprise objectives and plans desired to obtain them as being accomplished”.
The controlling function involves:
a. Establishment of standard performance.
b. Measurement of actual performance.
c. Measuring actual performance with the pre-determined standard and
finding out the deviations.
d. Taking corrective action.
5.1.1. Features of Controlling
Following are the characteristics of controlling function of management-
Controlling is an end function- A function which comes once the performances
are made in conformities with plans.
Controlling is a pervasive function- which means it is performed by managers
at all levels and in all type of concerns.
Controlling is forward looking- because effective control is not possible without
past being controlled. Controlling always looks to future so that follow-up can be
made whenever required.
Controlling is a dynamic process- since controlling requires taking reviewable
methods; changes have to be made wherever possible.
Controlling is related with planning- Planning and Controlling are two
inseparable functions of management. Without planning, controlling is a
meaningless exercise and without controlling, planning is useless. Planning
presupposes controlling and controlling succeeds planning.
5.1.2. Steps in Control Process
Controlling as a management function involves following steps:

Establishment of standards- Standards are the plans or the targets which have
to be achieved in the course of business function. They can also be called as the
criterions for judging the performance. Standards generally are classified into
two-
Measurable or tangible - Those standards which can be measured and
expressed are called as measurable standards. They can be in form of cost,
output, expenditure, time, profit, etc.
Non-measurable or intangible- There are standards which cannot be measured
monetarily. For example- performance of a manager, deviation of workers, their
attitudes towards a concern. These are called as intangible standards.
Controlling becomes easy through establishment of these standards because
controlling is exercised on the basis of these standards.
Measurement of performance- The second major step in controlling is to
measure the performance. Finding out deviations becomes easy through
measuring the actual performance. Performance levels are sometimes easy to
measure and sometimes difficult. Measurement of tangible standards is easy as it
can be expressed in units, cost, money terms, etc. Quantitative measurement
becomes difficult when performance of manager has to be measured.
Performance of a manager cannot be measured in quantities. It can be measured
only by-
 Attitude of the workers,
 Their morale to work,
 The development in the attitudes regarding the physical
environment, and
 Their communication with the superiors.
It is also sometimes done through various reports like weekly, monthly,
quarterly, yearly reports.
Comparison of actual and standard performance- Comparison of actual
performance with the planned targets is very important. Deviation can be defined
as the gap between actual performance and the planned targets. The manager
has to find out two things here- extent of deviation and cause of deviation. Extent
of deviation means that the manager has to find out whether the deviation is
positive or negative or whether the actual performance is in conformity with the
planned performance.
The managers have to exercise control by exception. He has to find out those
deviations which are critical and important for business. Minor deviations have
to be ignored. Major deviations like replacement of machinery, appointment of
workers, quality of raw material, rate of profits, etc. should be looked upon
consciously. Therefore it is said, “ If a manager controls everything, he ends up
controlling nothing.” For example, if stationery charges increase by a minor 5 to
10%, it can be called as a minor deviation. On the other hand, if monthly
production decreases continuously, it is called as major deviation. Once the
deviation is identified, a manager has to think about various causes which has
led to deviation. The causes can be-
 Erroneous planning,
 Co-ordination loosens,

 Implementation of plans is defective, and
 Supervision and communication is ineffective, etc.
Taking remedial actions- Once the causes and extent of deviations are known,
the manager has to detect those errors and take remedial measures for it. There
are two alternatives here-
1. Taking corrective measures for deviations which have occurred; and
2. After taking the corrective measures, if the actual performance is not in
conformity with plans, the manager can revise the targets. It is here the
controlling process comes to an end. Follow up is an important step because it
is only through taking corrective measures, a manager can exercise
controlling.
5.2. Types of the Controls
1. Direct controls
a. Called as the direct controls as the people here get so well tuned to the job that
there are very less chances for the deviations to take place.
b. Also called as the preventive controls.
c. Aims at the saving on the cost of the control.
d. Also aims at the zero defects from the initiation.
e. Great emphasis is given on the prevention of the need of the controls; to build
the systems, the procedures, the culture, the discipline etc.
f. But with time these types of the controls also get older and outdated.
g. For the proper functioning of the direct controls, assistance of the indirect
controls is very much needed.
2. Feed forward controls
a. Whenever a process is performed, two factors are very critical namely the
inputs and the outputs.
b. Here we take into account the various deficiencies of a process well in
advance, so that these can be cured or controlled at the initial stages.
c. The shape of the feedback controls is taken by almost all the controls.
d. It is advised by the various experts to have the both feed forward and the feed
backward controls on the process.
e. Helps in the establishment of a right direction and control right from the
beginning.
3. Feed backward controls

a. Here the controls are put at the output end as the deviations that occur are
not known to us till the moment of the output.
b. Very heavy cost is involved.
c. Results into the customer dissatisfaction.
4. Real time controls
a. Involve the instantaneous feedback almost in the real time, (real time can
defined as the time when both the creation of a report and its transmission is
done almost with no gap that one can almost read it at the time it is being sent)
for e.g. the fax or the telephone.
5. Automation in the controls

a. Here, mainly for the development of the control systems involving very less
human power, building of the instrumentation takes place.
b. Computers are used for the feedback systems and for the automatic
corrections.
Management can implement controls before an activity commences, while the
activity is going on, or after the activity has been completed. The three respective
types of control based on timing are feed forward, concurrent, and feedback.
Feed forward Control
Feed forward control focuses on the regulation of inputs (human, material, and
financial resources that flow into the organization) to ensure that they meet the
standards necessary for the transformation process.
Feed forward controls are desirable because they allow management to prevent
problems rather than having to cure them later. Unfortunately, these controls
require timely and accurate information that is often difficult to develop. Feed
forward control also is sometimes called preliminary control, pre
control, preventive control, or steering control.
However, some authors use term "steering control" as separate types of control.
These types of controls are designed to detect deviation some standard or goal to
allow correction to be made before a particular sequence of actions is completed.
Concurrent control takes place while an activity is in progress. It involves the
regulation of ongoing activities that are part of transformation process to ensure
that they conform to organizational standards. Concurrent control is designed to
ensure that employee work activities produce the correct results.
Since concurrent control involves regulating ongoing tasks, it requires a thorough
understanding of the specific tasks involved and their relationship to the desired
and product.
Concurrent control sometimes is called screening or yes-no control, because it
often involves checkpoints at which determinations are made about whether to
continue progress, take corrective action, or stop work altogether on products or
services.
Feedback Control
This type of control focuses on the outputs of the organization after
transformation is complete. Sometimes called post action or output control,
fulfils a number of important functions. For one thing, it often is used when feed
forward and concurrent controls are not feasible or are too costly.
Sometimes, feedback is the only viable type of control available. Moreover,
feedback has two advantages over feed forward and concurrent control. First,
feedback provides managers with meaningful information on how effective its
planning effort was. If feedback indicates little variance between standard and
actual performance, this is evidence that planning was generally on target.
If the deviation is great, a manager can use this information when formulating
new plans to make them more effective. Second, feedback control can enhance
employee’s motivation.

The major drawback of this type of control is that, the time the manager has the
information and if there is significant problem the damage is already done. But
for many activities, feedback control fulfils number important functions.
Multiple Controls
Feed forward, concurrent, and feedback control methods are not mutually
exclusive. Rather, they usually are combined into an multiple control systems.
Managers design control systems to define standards of performance and acquire
information feedback at strategic control points.
Strategic control points are those activities that are especially important for
achieving strategic objectives. When organizations do not have multiple control
systems that focus on strategic control points, they often can experience
difficulties that cause managers to re-evaluate their control processes.
5.3. Budgetary Control
Budgetary control is the process of determining various actual results with

budgeted figures for the enterprise for the future period and standards set then
comparing the budgeted figures with the actual performance for calculating
variances, if any. First of all, budgets are prepared and then actual results are
recorded.
The comparison of budgeted and actual figures will enable the management to
find out discrepancies and take remedial measures at a proper time. The
budgetary control is a continuous process which helps in planning and co-
ordination. It provides a method of control too. A budget is a means and
budgetary control is the end-result.
Definitions:
“According to Brown and Howard, “Budgetary control is a system of controlling
costs which includes the preparation of budgets, coordinating the departments
and establishing responsibilities, comparing actual performance with the
budgeted and acting upon results to achieve maximum profitability.” Weldon
characterizes budgetary control as planning in advance of the various functions
of a business so that the business as a whole is controlled.
J. Batty defines it as, “A system which uses budgets as a means of planning and
controlling all aspects of producing and/or selling commodities and services.
Welsch relates budgetary control with day-to-day control process.” According to
him, “Budgetary control involves the use of budget and budgetary reports,
throughout the period to co-ordinate, evaluate and control day-to-day operations
in accordance with the goals specified by the budget.”
From the above given definitions it is clear that budgetary control involves
the follows:
(a) The objects are set by preparing budgets.
(b) The business is divided into various responsibility centres for preparing
various budgets.
(c) The actual figures are recorded.

(d) The budgeted and actual figures are compared for studying the performance
of different cost centres.
(e) If actual performance is less than the budgeted norms, a remedial action is
taken immediately.
Objectives of Budgetary Control:
Budgetary control is essential for policy planning and control. It also acts an
instrument of co-ordination.
The main objectives of budgetary control are the follows:
1. To ensure planning for future by setting up various budgets, the requirements
and expected performance of the enterprise are anticipated.
3. To operate various cost centres and departments with efficiency and economy.
4. Elimination of wastes and increase in profitability.
5. To anticipate capital expenditure for future.
6. To centralise the control system.
7. Correction of deviations from the established standards.
8. Fixation of responsibility of various individuals in the organization.
5.4. Non Budgetary Control
Non-Budgetary control is laying control on your non-budgeted expenses i.e those

expenses which are not defined in normal budgeted expenses. The techniques for
these non-budgetary controls are:
Statistical data:
Statistical analyses of innumerable aspects of a business operation and
the clear presentation of statistical data, whether of a historical or forecast
nature are, of course, important to control. Some managers can readily interpret
tabular statistical data, but most managers prefer presentation of the data on
charts.
Break- even point analysis:
An interesting control device is the break even chart. This chart depicts the
relationship of sales and expenses in such a way as to show at what volume
revenues exactly cover expenses.
Operational audit
Another effective tool of managerial control is the internal audit or, as it
is now coming to be called, the operational audit. Operational auditing, in its
broadest sense, is the regular and independent appraisal, by a staff of internal
auditors, of the accounting, financial, and other operations of a business.
Personal observation
In any preoccupation with the devices of managerial control, one should
never overlook the importance of control through personal observation.
5.5. Characteristics of an Effective Control System

Controls at every level focus on inputs, processes and outputs. It is very
important to have effective controls at each of these three stages.
Effective control systems tend to have certain common characteristics. The
importance of these characteristics varies with the situation, but in general
effective control systems have following characteristics.
1. Accuracy:
Effective controls generate accurate data and information. Accurate information
is essential for effective managerial decisions. Inaccurate controls would divert
management efforts and energies on problems that do not exist or have a low
priority and would fail to alert managers to serious problems that do require
attention.
2. Timeliness:
There are many problems that require immediate attention. If information about
such problems does not reach management in a timely manner, then such
information may become useless and damage may occur. Accordingly controls
must ensure that information reaches the decision makers when they need it so
that a meaningful response can follow.
3. Flexibility:
The business and economic environment is highly dynamic in nature.
Technological changes occur very fast. A rigid control system would not be
suitable for a changing environment. These changes highlight the need for
flexibility in planning as well as in control.
Strategic planning must allow for adjustments for unanticipated threats and
opportunities. Similarly, managers must make modifications in controlling
methods, techniques and systems as they become necessary. An effective control
system is one that can be updated quickly as the need arises.
4. Acceptability:
Controls should be such that all people who are affected by it are able to
understand them fully and accept them. A control system that is difficult to
understand can cause unnecessary mistakes and frustration and may be
resented by workers.
Accordingly, employees must agree that such controls are necessary and
appropriate and will not have any negative effects on their efforts to achieve their
personal as well as organizational goals.
5. Integration:
When the controls are consistent with corporate values and culture, they work in
harmony with organizational policies and hence are easier to enforce. These
controls become an integrated part of the organizational environment and thus
become effective.
6. Economic feasibility:
The cost of a control system must be balanced against its benefits. The system
must be economically feasible and reasonable to operate. For example, a high
security system to safeguard nuclear secrets may be justified but the same
system to safeguard office supplies in a store would not be economically justified.
Accordingly the benefits received must outweigh the cost of implementing a
control system.

7. Strategic placement:
Effective controls should be placed and emphasized at such critical and strategic
control points where failures cannot be tolerated and where time and money
costs of failures are greatest.
The objective is to apply controls to the essential aspect of a business where a
deviation from the expected standards will do the greatest harm. These control
areas include production, sales, finance and customer service.
8. Corrective action:
An effective control system not only checks for and identifies deviation but also is
programmed to suggest solutions to correct such a deviation. For example, a
computer keeping a record of inventories can be programmed to establish “if-
then” guidelines. For example, if inventory of a particular item drops below five
percent of maximum inventory at hand, then the computer will signal for
replenishment for such items.
9. Emphasis on exception:
A good system of control should work on the exception principle, so that only
important deviations are brought to the attention of management, In other words,
management does not have to bother with activities that are running smoothly.
This will ensure that managerial attention is directed towards error and not
towards conformity.

DESCRIPTIVE BANK
1. Define the controlling. State the requirements of an effective, control system.

2. What do you think are the basic requirements of a good control system?
3. Discuss the ‘Planning is an empty exercise without controlling”.
4. Determine important features of controlling. What are the basic steps in the process of
controlling?
5. Explain in the importance of control in a business enterprise. Discuss the process of
control.
6. Discuss “The essence of control is action”.
7. What is budgetary control? What are its benefits and limitations?
8. Explain “Budgetary control is tool of planning, co-ordination and control”.
9. What is budgetary control? How are the budgets used for controlling?
10. Why does budgeting still continue to be the main technique of control in business units?
Describe the main types of budgets.
OBJECTIVE BANK
1. In management process, the most misinterpreted word is ( )
(A) Organizing (B) Delegating (C) Controlling (D) Planning
2. The department(s) that an event management company will have is (are) ( )
(A) Creative (B) Production (C) Client servicing (D) All of the above
3. Who said, “Management is a multiple purpose organ that manages a business, manages a
manager and manages workers and work”? ( )
(A) Harold Konntz (B) Peter Drucker (C) Kenneth O ‘Donell (D) Anonymous
4. under mechanism of scientific management, scientific task setting includes: ( )
(A) Time study (B) Motion study (C) Method study (D) All of the above
5. Management as a discipline is the function of________.
(A) Science (B) Art (C) Creativity (D) All of the above
6. Which theory assumes that people are naturally lazy and will avid work and responsibilities if
possible? ( )
A) Theory X B) Theory Y C) Theory Z D) None of the above
7. Who is the person you have to give importance under the company’s checklist before making
call to the consultant. ( )
A) Managers B) Employees C) Customer D) All of the above
8. What is one of the most significant inhibitors in customer preference while purchasing
perishable items in retails? ( )
A) Proximity of markets B) Customer preference to brands C) Both A & B D) None of the

above
9. The objectives in corporate governance are ( )
A) Growth B) Stability C) Shareholders value maximization D) All of the above
10. The word ________ denotes a function, a task, a discipline.
A) Management B) Leadership C) Motivation D) None of the above

Name of the student: H.T NO: BRANCH:
Subject: Fundamentals of Management TEST-1 MARKS:10
SET NO: 1
(PART-A): Answer the Following Objective Questions: Each carries 0.5Mark
1. According to Tom Peters, which of the following does not refer to management?
a) How effectively managers do not respond to customers; requirements.
b) How the people in an organization can participate as partners is progress
c) How innovation can be constantly pursued in all areas of the firm
d) How activities in an organization can be controlled through simple support system
2. Which of the following does management not refer to ?
a) Social process b) Exact Science c) Omnipresent and universal d) Situational in nature
3. The term management does not cannot which of the following ?
a) Inter-disciplinary in nature b) Profession c) ‘Body of people’ involved in decision making d) Omniscient
4. Management is viewed as a very significant tool for one of the following reasons. What is that?
a) Ensures discontinuity in the organization c) Focuses on group efforts
b) Ensures economy and efficiency d) Key to the economic growth
5. Luther Gullick coined a new term ‘POSDCORD’. In this acronym, what does the B stand for?
a) Bullion b) Bearish c) Budgeting d) Bench marking
6. According to Henri fayol, management process covers all except
a) Organizing b)Commanding c) Ordinating d) Controlling
7. The course of action to be followed and how the resources are to be deployed to achieve the given objectives is
called
a) Procedures b) Strategies c) Forecasts d) Programmes
8. If we have relevant and reliable information about a particular event or happening, such context is called :
a) Risk b) Uncertainty c) Certainty d) Probability
9. Structured programming is the base for:
a) Programmed decisions b) Non-programmed decisions c) Situational decisions d) Tactical decisions
10. Which one of the following is a demerit of the line organization
a) Simple and understand c) Facilitates quick decisions
b) Each section is treated as a unit for control purposes d) Instability is likely, due to a lack of continuity
(PART-B ): Answer any one question (5m)
1. Define the controlling. State the requirements of an effective, control system.

or
2. What do you think are the basic requirements of a good control system?
NAME OF THE STUDENT: HTNO: Branch:
SUBJECT: Fundamentals of Management TEST NO: 1 MARKS: 10M
SET NO: 2

b) Social process b) Exact Science c) Omnipresent and universal d) Situational in nature
c) Ensures discontinuity in the organization c) Focuses on group efforts
d) Ensures economy and efficiency d) Key to the economic growth
b) Organizing b)Commanding c) Ordinating d) Controlling
called
b) Procedures b) Strategies c) Forecasts d) Programmes
b) Bullion b) Bearish c) Budgeting d) Bench marking
b) Risk b) Uncertainty c) Certainty d) Probability
b) Programmed decisions b) Non-programmed decisions c) Situational decisions d) Tactical decisions
b) Inter-disciplinary in nature b) Profession c) ‘Body of people’ involved in decision making d) Omniscient
c) Simple and understand c) Facilitates quick decisions
d) Each section is treated as a unit for control purposes d) Instability is likely, due to a lack of continuity
(PART-B ): Answer any one question (5m)

1. Discuss the ‘Planning is an empty exercise without controlling”.
Or
controlling?

SET NO: 3
called
c) Procedures b) Strategies c) Forecasts d) Programmes
c) Risk b) Uncertainty c) Certainty d) Probability
c) Organizing b)Commanding c) Ordinating d) Controlling
c) Social process b) Exact Science c) Omnipresent and universal d) Situational in nature
e) Ensures discontinuity in the organization c) Focuses on group efforts
f) Ensures economy and efficiency d) Key to the economic growth
c) Bullion b) Bearish c) Budgeting d) Bench marking
c) Inter-disciplinary in nature b) Profession c) ‘Body of people’ involved in decision making d) Omniscient
c) Programmed decisions b) Non-programmed decisions c) Situational decisions d) Tactical decisions

A) Simple and understand b) Facilitates quick decisions
c) Each section is treated as a unit for control purposes d) Instability is likely, due to a lack of continuity
(PART-B): Answer any one question
controlling? or
2. Explain in the importance of control in a business enterprise. Discuss the process of control.
SET NO: 4
1. If we have relevant and reliable information about a particular event or happening, such
context is called :
a) Risk b) Uncertainty c) Certainty d) Probability
2. The course of action to be followed and how the resources are to be deployed to achieve the
given objectives is called
a) Procedures b) Strategies c) Forecasts d) Programmes
a) Organizing b)Commanding c) Ordinating d) Controlling
4. Management is viewed as a very significant tool for one of the following reasons. What is
that?
a) Ensures discontinuity in the organization b) Focuses on group efforts
b) Ensures economy and efficiency d) Key to the economic growth
a) Social process b) Exact Science c) Omnipresent and universal d) Situational in nature
a) Inter-disciplinary in nature b) Profession c) ‘Body of people’ involved in decision
making d) Omniscient
a) Programmed decisions b) Non-programmed decisions c) Situational decisions d)
Tactical decisions
8. Luther Gullick coined a new term ‘POSDCORD’. In this acronym, what does the B stand
for?
a) Bullion b) Bearish c) Budgeting d) Bench marking

e) Simple and understand c) Facilitates quick decisions
f) Each section is treated as a unit for control purposes d) Instability is likely, due to a lack of
continuity
(PART-B): Answer any one question

1. Discuss “The essence of control is action”.
or
2. What is budgetary control? What are its benefits and limitations?
SEMINAR TOPICS
1. Controlling:
2. Types and Strategies for Control
3. Budgetary and Non- Budgetary Controls.
4. Establishing control systems,
5. Control frequency, and Methods.
ASSIGNMENT QUESTIONS
1. What is Budgetary Control

2. Explain Flexible Budgets
3. What Zero-Base Budgeting
4. Explain Performance Budgeting
5. What is Management Information System
6. What do you mean by budgetary control?
7. Explain Process of control
8. What Behavioral implications of control
9. Define Controlling.
10. Explain the concept of ‘Managerial Control”
REAL TIME APPLICATIONS
1. A field that concentrates on the application of engineering principles for the effective
planning and efficient operations of managing manufacturing or industrial operations.
2. When setting up a new business, management concept is help to designing your

company's organizational structure.
3. Engineering management is a career that brings together the technological problem-

solving ability of engineering and the organizational, administrative, and planning abilities
of management in order to oversee the operational performance of complex engineering driven
enterprises.
4. To produce graduates who: Contribute to the success of companies through effective

problem solving. Design, develop, implement, and improve integrated systems that include
people, materials, information, equipment, and environments.
NPTEL REFERENCES
Course Instructer:
Aradhna Malik (PhD)
Assistant Professor
VGSOM, IIT Kharagpur
https://onlinecourses.nptel.ac.in/noc18_mg18/course
 Introduction to HRM 7 LECTURES

Staffing / Recruitment 7 LECTURES
Performance Management and Appraisal Process 7 LECTURES
 Training and development 7 LECTURES
Managing Careers 7 LECTURES
 Implications 7 LECTURES
Compensation Management 7 LECTURES
 Pay for Performance and Incentives 7 LECTURES
Benefits and Services 7 LECTURES
Employee Relations Strategic Human Resource Management and HR Scorecard 7 LECTURES
Bloom’s Taxonomy
1. Analysis
Q. Explain the Concept of Motivation
2. Creating
Q. Compare Power and Authority?
3. Evaluate
Q. What Are The Basis For Motivational Theories?

OUTCOME BASED EDUCATION
The students understand the
1. Significance of Management in their Profession.
2. The various Management Functions like Planning, Organizing, Staffing,
3. Leading, Motivation and Control aspects are learnt in this course.
4. The students can explore the Management Practices in their domain area.
_______________________________________________________
Active Learning Techniques
With Peer Instruction, you pause during class and ask students a conceptual
question. Give students a few minutes to think about the question, and then have
them provide answers, possibly using clickers. Then, have students spend a few
minutes talking about their answers, usually in pairs, and try to convince each other
that their answer is correct. Then have students answer again
Thinking Abilities
UNIT - III
Let The Students “Teach”
Allowing students who do a research project to share the information they learned with the class
has two advantages. First, the student-teachers have the opportunity to improve their oral
communication skills. Second, the other students in class might learn more when they are being
taught by a classmate. “When students listen to each other, they often benefit from hearing
concepts being explained from different points and in ways that might be closer to the students’
way of thinking,” says the NDT report “Developing Communication Skills.”
Let The Students Pretend
Having students pretend to live in Colonial America before or during the Revolutionary War can
help them understand concepts of freedom and democracy much better than listening to lectures
about the subject. A play might help the students think more independently about these concepts.
Asking students to make or write a speech as if they were revolutionaries might also help.

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Department of Management

III B. Tech I semester (JNTUH-R17)

COURSE I/C CONTENT Coordinator HOD DIRECTOR

6 LECTURE NOTES 8-15

10 UNIT TEST PAPER 18-21

13 REAL TIME APPLICATIONS 24

COURSE I/C CONTENT Coordinator HOD DIRECTOR

1. An atmosphere that facilitates personal commitment to the educational success of students

COURSE I/C CONTENT Coordinator HOD DIRECTOR

To empower the students to be technologically adept, innovative, self-motivated and

 To offer high-quality education in the computing fields by providing an environment

PROGRAMME EDUCATIONAL OBJECTIVES

Sl. No. PEOs Name Program Education Objective Statements

2 PEO – 2 sustainable competitive edge in higher studies or Research and Development

Entrepreneurial: promote design, research, and implementation of products and

3 PEO – 3 services through strong communication, leadership and ethical skills, to be an

COURSE I/C CONTENT Coordinator HOD DIRECTOR

PO Name Graduate Attributes PO Statements

Engineering Apply the knowledge of mathematics, science, engineering fundamentals, and an

COURSE I/C CONTENT Coordinator HOD DIRECTOR

Program Specific Outcomes

 PSO1: Applications of Computing: Ability to use knowledge in various domains to provide

COURSE I/C CONTENT Coordinator HOD DIRECTOR

 Managers manage business organizations in the dynamic global environment

III B.TECH I SYLLABUS

COURSE I/C CONTENT Coordinator HOD DIRECTOR

5.1.2. Steps in Control Process

Controlling as a management function involves following steps:

COURSE I/C CONTENT Coordinator HOD DIRECTOR

COURSE I/C CONTENT Coordinator HOD DIRECTOR

3. Feed backward controls

COURSE I/C CONTENT Coordinator HOD DIRECTOR

Feed forward Control

COURSE I/C CONTENT Coordinator HOD DIRECTOR

5.3. Budgetary Control

Budgetary control is the process of determining various actual results with

COURSE I/C CONTENT Coordinator HOD DIRECTOR

5.4. Non Budgetary Control

Non-Budgetary control is laying control on your non-budgeted expenses i.e those

5.5. Characteristics of an Effective Control System

COURSE I/C CONTENT Coordinator HOD DIRECTOR

COURSE I/C CONTENT Coordinator HOD DIRECTOR

COURSE I/C CONTENT Coordinator HOD DIRECTOR

1. Define the controlling. State the requirements of an effective, control system.

1. In management process, the most misinterpreted word is ( )

(A) Organizing (B) Delegating (C) Controlling (D) Planning

2. The department(s) that an event management company will have is (are) ( )

4. under mechanism of scientific management, scientific task setting includes: ( )

5. Management as a discipline is the function of________.

A) Theory X B) Theory Y C) Theory Z D) None of the above

A) Managers B) Employees C) Customer D) All of the above

A) Proximity of markets B) Customer preference to brands C) Both A & B D) None of the

9. The objectives in corporate governance are ( )

A) Growth B) Stability C) Shareholders value maximization D) All of the above

10. The word ________ denotes a function, a task, a discipline.

A) Management B) Leadership C) Motivation D) None of the above

(PART-B ): Answer any one question (5m)

1. Define the controlling. State the requirements of an effective, control system.