Explore topic-wise InterviewSolutions in Current Affairs.

Funds raised to satisfy various financial needs of the business is called capital.

On 10th April, 1875 in Bombay.

On 12th February, 1824 at Tankara of Morbi state of Kathiawar in Gujarat.

Correct option is (A) Financial motivation

Mental Revolution implies changing the attitude of workers and managers. Mental revolution aims at improving the thinking of both the parties to create a better working environment. Workers and their managers should change their attitude and each one of them should realise the importance of the other. Both should work towards the accomplishment of the common goals of the organisation. The management should take care of the needs of the workers and share benefits with them. On the other hand, workers should put in their best efforts to increase their efficiency and productivity along with utilizing the resources optimally

Correct option is (b) Both Assertion (A) and Reason (R) are true but Reason (R) is not correct explanation of Assertion (A)

Thoughts of Classical Theory:

1. The thoughts of management presented till the end of 19th century are known as thoughts of classical theory. Frederick Taylor, Max Weber, Gilbreath, Henry Gantt and Henri Fayol were the main promoters of thoughts of classical theory.

2. Among these, the contribution of Taylor is quite important.

3. The principles of scientific management presented by Frederick Taylor exist in the theory of management even today.

4. The method of scientific management favors scientific principles by ‘time and motion study’ rather than relying on traditional methods.
Scientific management has made important contribution in the areas of specialization in management, progressive wages system, responsibility and scientific distribution of task.

5. Contribution of Henri Fayol in thoughts of classical theory is also quite significant. He gave certain general principles of management.

6. He decided levels of different tasks in business unit and tried to set limits for each task.

7. He also provided universal principles of management as guidelines for performing managerial duty at different levels.

8. Max Weber also contributed into thoughts of classical theory. By the end of 19th century, formats and size of industries started growing due to industrial revolution. The classical theory proved to be less effective on these large industries and so there rose a need for changes in these principles. There rose a need of paying importance to financial motivation, less important to human approach and informal relations, etc.

Principles of management are not rigid and are quite practical. These principles are the. guidelines to perform a task.

For example, the principles guide the managers to take various decisions at the time of implementation of different tasks of management such as planning, organization and direction.
Experts believe that although the management principles are mostly true they are not absolute truth because there are also exceptions to these principles.

We can derive the following conclusions from the principles of management:

1. Universal acceptance:

• Principles of management can be applied to most of the business units i.e. they are universally applicable.
• These principles are needed wherever there is a need of collective efforts of humans. However, their application and form of implementation may change as per the type, form, activity and size of the business unit.

2. Flexibility:  The principles of management are not rigid. The manager may change them as per the need of the business. For example, in large units the principle of division of work may be applied uniformly, but in small units the principle of division of work may not be applied in the same proportion and hence the manager of the small unit may have to change the principle as per the firm’s  requirements,

3. General guidelines:

• Principles of management are developed on the basis of experiences gained by different experts in different situations.
• While managing the unit there arise several different types of simple and complex problems. These issues may differ from unit to unit. So, in these regards, the principles of management may work fine for one unit but might not work for the other.
• Hence, it should be noted that the principles of management are general guidelines. They cannot be observed strictly that too in the same manner by every business unit.

4. Based on human behaviour:

• Human is at the center of the management. So, the principles of management largely affect human behaviour.
• Human behaviour is a psychological phenomenon and so implementing management principles on humans will affect their behaviour in the industry.
• Hence, it is important to keep this in mind while implementing the principles.

5. Contingency:

• Contingency is ono of the elements applicable to the principles of management. Units can make use of these principles and achieve the business goals easily.
• For example, decisions related to questions like appropriate and reasonable wages to the employees, etc. depends on the concern regarding necessity and contingency of the affecting factors.

The statements of fundamental truths of management: Management principles 

Explanation-

Management principles are the basic truths that govern managerial behavior. They help managers in taking managerial decisions and guide them in taking the future course of actions.

The following points highlight the nature of principles of management:

i) Universal - Universality of management principles implies that they can be applied to every firm, irrespective of its size, nature or location.

ii) Act as guidelines - Management principles act as guidelines; they are considered general premises for decision making. However, they do not provide straitjacket solutions to all problems.

iii) Experiment based - Management principles have been developed through years of research and experimentation; that is why they are technical in nature. They pertain to different working situations and can be modified by managers as per the situations and requirements.

iv) Behavioral - Management principles aim at influencing the behaviour of individuals; the applicability of these principles varies according to changes in human nature.

v) Indicative of cause–effect relationship - As management principles are based on years of experimentation, they provide a definite cause and effect relationship.

vi) Contingent - Management principles are contingent, as they can be used in different situations depending upon the nature of the manager and the requirement of the situation.

1) Management principles are universal : Management principles are universally applicable. They can be applied everywhere and all situations of business. Not only that, they are applicable to all types of business organizations, irrespective of size of business, nature of business, etc. Similarly they are applicable to all levels of management.

2) Management principles are flexible : Management principles are flexible in nature. It means they can be . changed or modified according to the situation. Managers can bend these principles to suit the requirement. The situations in a business organization keep on changing continuously. No two circumstances are same. Management principles can be adjusted or modified and used in the organization according to its needs.

3) Cause and effect relationship : principles of management are the base for taking decisions. They determine the cause or reason for a particular effect. e.g. Payment of good wages and incentives helps in increasing the output of workers or making effective advertisement increased the sale of a product.

4) Management principles are aimed at influencing human behavior : Management is a group activity. Management aims at achieving certain goal through a group of human beings. Management principles are designed to influence human beings. These principles control a group of persons and direct them to achieve the objective.

5) All principles are of equal importance : All the principles of management are equally important. All are to be practiced simultaneously to get a perfect result. No one principle is more important than other. If any single principle is not practiced or followed by the manager, it affects the working of the organization.

6) Management principles are relative in nature : Management principles are the principles of social science. They are not absolute like principles of science. It means these principles are applied in different ways in different situations. They are to be changed or modified according to the-situation to get the correct and desired result. Management principles are relative in nature : Management principles are the principles of social science. They are not absolute like principles of science. It means these principles are applied in different ways in different situations. They are to be changed or modified according to the-situation to get the correct and desired result.

The following points highlight the nature of the principles of management: 

• Universal - Universality of management principles implies that they can be applied to every firm, irrespective of its size, nature or location.
• Act as guidelines - Management principles act as guidelines; they are considered general premises for decision making. However, they do not provide straitjacket solutions to all problems.
• Experiment based - Management principles have been developed through years of research and experimentation; that is why they are technical in nature. They pertain to different working situations and can be modified by managers as per the situations and requirements.
• Flexible - Management principles are not rigid in nature. They can be moulded by managers as per the need of the hour.

The following are the principles of scientific management:

1) Science, not a rule of thumb - Taylor initiated that use of scientific methods rather than the rule of thumb. According to him, scientific methods should be used so that the managers take decisions on the basis of logic and science rather than on the basis of trial-and-error methods.

2) Cooperation between management and employees - Taylor emphasised managers and workers should maintain a harmonious work environment. They should realise their interdependence and work in amity.

3) Division of responsibility - This principle emphasised that the work and the responsibility should be divided between the managers and the employees according to their role and nature. This would ensure efficiency and effectiveness in work.

4) Scientific selection, training and development of workers - Taylor suggested that selection of employees is an important task for a manager. According to him, the selection procedure should be perfect and various points should be considered such as defining the requirements clearly and motivating employees to improve his/her efficiency.

5) Mental revolution - Mental revolution implies changing the attitude of workers and managers to make them realize the importance of each other. It aims at improving the thinking of both the parties to create a better working environment.

6) Maximum prosperity for employer and employees - The main purpose of scientific management is to maximise prosperity for employers and employees. This can be done by giving ample opportunities to workers to attain highest efficiency and utilizing the resources optimally  

Characteristics of principles of management:

(i) Universal applicability

(ii) General guidelines.

(iii) Formed by practice and experimentation.

(iv) Flexible.

(v) Mainly behavioural.

(vi) Cause and effect relationship.

(vii) Contingent.

Characteristics/Nature of Principles of Management:

(i) Universal applicability: The principles of management are intended to apply to all types of organisations, business as well as non-business, small as well as large, public sector as well as private sector, manufacturing as well as the services sectors. However, the extent of their applicability would vary with the nature of the organisation, business activity, scale of operations and the like.

(ii) General guidelines: The principles are guidelines to action but do not provide readymade, and to the point solutions to all managerial problems. This is so because real business situations are very complex and dynamic and are a result of many factors. However, the importance of principles cannot be underestimated because even a small guideline helps to solve a given problem.

(iii) Formed by practice and experimentation: The principles of management ate formed by experience and collective wisdom of managers as well as experimentation. For example, It is a matter of common experience that discipline is indispensable for accomplishing any purpose. This principle is mentioned in the management theory. On the other hand, in order to remedy the problem of fatigue of workers in the factory, an experiment may be conducted to see the effect of improvement of physical conditions to reduce the stress.

(iv) Flexible: The principles of management are not rigid prescriptions, which have to be followed absolutely. They are flexible and can be modified by the manager when the situation so demands. They give the manager enough discretion to do so.

(v) Mainly behavioural: Management principles aim at influencing behaviour of human beings. Therefore, principles of management are mainly behavioural in nature. It is not that these principles do not pertain to things and phenomenon at all; it is just a matter of emphasis. Moreover, principles enable a better understanding of the relationship between human and material resources in accomplishing organizational purposes.

(vi) Cause and effect relationships: The principles of management are intended to establish relationship between cause and effect so that they can be used in similar situations in a large number of cases. As such, they tell us if a particular principle was applied in a particular situation, what would be its likely effect. The principles of management are less than perfect since they mainly apply to human behaviour. In real life, situations are not identical. Therefore, accurate cause and effect relationships may be difficult to establish.

(vii) Contingent: The application of principles of management is contingent or dependent upon the prevailing situation at a particular point of time. The application of principles has to be changed as per requirements.

Following are the main five reasons which highlight the importance of management principles:

(i) Improves understanding: The knowledge of principles improves the understanding of the managers about the ways and means of managing an organisation.

(ii) Direction for training of managers: The principles are helpful in identifying the areas of management in which existing and future managers should be trained.

(iii) Optimum utilization: Management principles aim at optimum utilization of human and physical resources for the attainment of organisational goals.

(iv) Meeting changing environment requirement: Management principles help the managers to meet changing requirements of the environment.

(v) Fulfilling social responsibility and research: Management principles are used as a basis for management training, education and research.

Answer is (B) Nehru

(D) factories

(1) According to F. W. Taylor, the differential piece wage rate plan is necessary to motivate the employees to attain higher standard performance and to earn remuneration at a higher rate. Differential piece wage rate plan suggests that remuneration should be fixed and paid in such a way that average worker is motivated to attain standard output.

(2) In differential piece wage rate plan, the. standard is determined for production by the management. The workers who produce more them the standard are to be paid more in the form of incentives and those who produce less than the standard are to be paid less by way of penalty. This technique encourages those who perform well and motivates those who have performed less than the standard required to improve their performance.

(3) Taylor suggested the differential piece wage system and further stated that the discrimination should be made between the efficient and inefficient workers. This technique explains that, efficient workers should be paid more remuneration in comparison to inefficient workers.

(4) Thus, the differential piece-rate wage plan technique motivates the able employees to attain higher performance and earn wages at higher rate.

Bread (or) Food riots were held in 1795

Answer is (B) France

Characteristics of principles of management:

(i) Universal applicability

(ii) General guidelines.

(iii) Formed by practice and experimentation.

(iv) Flexible.

(v) Mainly behavioural.

(vi) Cause and effect relationship.

(vii) Contingent.

Characteristics/Nature of Principles of Management:

(i) Universal applicability: The principles of management are intended to apply to all types of organisations, business as well as non-business, small as well as large, public sector as well as private sector, manufacturing as well as the services sectors. However, the extent of their applicability would vary with the nature of the organisation, business activity, scale of operations and the like.

(ii) General guidelines: The principles are guidelines to action but do not provide readymade, and to the point solutions to all managerial problems. This is so because real business situations are very complex and dynamic and are a result of many factors. However, the importance of principles cannot be underestimated because even a small guideline helps to solve a given problem.

(iii) Formed by practice and experimentation: The principles of management ate formed by experience and collective wisdom of managers as well as experimentation. For example, It is a matter of common experience that discipline is indispensable for accomplishing any purpose. This principle is mentioned in the management theory. On the other hand, in order to remedy the problem of fatigue of workers in the factory, an experiment may be conducted to see the effect of improvement of physical conditions to reduce the stress.

(iv) Flexible: The principles of management are not rigid prescriptions, which have to be followed absolutely. They are flexible and can be modified by the manager when the situation so demands. They give the manager enough discretion to do so.

(v) Mainly behavioural: Management principles aim at influencing behaviour of human beings. Therefore, principles of management are mainly behavioural in nature. It is not that these principles do not pertain to things and phenomenon at all; it is just a matter of emphasis. Moreover, principles enable a better understanding of the relationship between human and material resources in accomplishing organizational purposes.

(vi) Cause and effect relationships: The principles of management are intended to establish relationship between cause and effect so that they can be used in similar situations in a large number of cases. As such, they tell us if a particular principle was applied in a particular situation, what would be its likely effect. The principles of management are less than perfect since they mainly apply to human behaviour. In real life, situations are not identical. Therefore, accurate cause and effect relationships may be difficult to establish.

(vii) Contingent: The application of principles of management is contingent or dependent upon the prevailing situation at a particular point of time. The application of principles has to be changed as per requirements.

The principles of management are not rigid as pure science but flexible. It has direct relation with human behavior. Hence, there is room for adding new principles after making corrections periodically. Thus, the changes take place in the principles of management to cope up with the new changes. It is wide and perfect guideline for decision making and its implementation.

Management principles are built on assumptions, traditions, and experiences.

1. Universal acceptance,
2. Flexible,
3. General Guidelines,
4. Based on human behavior, and
5. Contingency.

(1) Time study is one of the important techniques of scientific management developed by E W. Taylor. Time study is useful to the manager to determine and record the time needed to complete a particular job or task. It is based on the speed of average worker.

(2) Under this technique of scientific management, every part of the entire work is considered in detail and the time required to complete each element of job or task is ascertained. On the basis of the time study, the manager determines the standard time required to complete a particular job. This also facilitates the manager to decide the remuneration to be paid and efficiency of the worker and to control the cost of work.

In 1790 riots were happend for Food

Techniques of management are the sets of steps taken to achieve the target, while the principles are guidelines for the decisions which have been taken during implementation of the techniques.

(1) This is one of the important techniques f of scientific management developed by E W. Taylor. Motion study refers to the movements of employees, as well as movement of machine while completing . a particular task. The motion study helps the manager to know the movements required for a person to do a particular job.

(2) This study is useful to manager to eliminate the unnecessary movements or their sequence for doing the job. It also helps the manager to combine some actions or movements in the process. It increases efficiency and productivity of the employees and helps in reducing the wastage of time, raw material and improving the usefulness of resources.

Management principles are applied differently under different conditions.

Mahatma Gandhi was born in Porbandar in Gujarat on 2nd October, 1869.

Dr. Bhimrao Ambedkar was born at Mhow cantonment, in Madhya Pradesh on 14th April, 1891.

The child relies on the instructor so that the instructor can teach the child physical education in a scientific and systematic way. The physical education training cannot be done in a haphazard manner. So the guidance of the instructor becomes vital. The child may be prone to injury if it attempts physical education in an unscientific way.

Correct option is (d) Assertion (A) is false but reason (R) is true

• The perfect feeling of reverence and affinity for motherland 
• Support to own country-made goods.

The merger of 562 princely states in the union of Indian republic

(a) Sardar Vallabhbhai Patel

(d) of Vinayak Damodar Savarkar

(a) On the perfect operation of Bardoli Satyagraha

Gel - Butter

• Discovery of India 
• An Autobiography.

(c) Sardar Vallbahbhai Patel

Gas aerosol - smoke

Liquid aerosol - fog

Molecularity of reaction:- It is defined as, the total number of molecules of all the reactants taking part in a chemical reaction as represented by a simple equation.

Example:- (i) Inversion of cane sugar [molecularity = 2]

C₁₂H₁₂O₁₁ + H₂O + H⁺ ions → C₆H₁₂ + C₆H₁₂O₆

(ii) Dissociation of ammonia [molecularity = 2]

2NH₃ ⇌ N₂ + 3H₂

(iii) Decomposition of dibromo succinic acid into bromomaleic acid and hydrobromic acid [molecularity = 1]

C₄H₄O₄Br₂ → C₄H₃O₄Br + HBr

Reactions having molecularity 1, 2, 3 etc. are known as unimolecular, bimolecular and trimolecular reactions respectively.

Order of reaction:- Reactions are generally classified on the basis of their order or reaction. It is defined as the total number of reacting molecules whose concentration changes during the chemical change. In other words it is also defined as the total number of reacting molecules whose concentration determines the rate of reaction.

If A → products and dx/dt = kC_A, then

Order of reaction = 1

If A + B → Products and dx/dt = kC_A.C_B, then

order or reaction = 2

If n₁A + n₂B + n₃C.... → Products and

dx/dt = kCⁿ¹_A.Cⁿ²_B.Cⁿ³_C...... then

Order of reaction = n₁ + n₂ + n₃ .....

In general order of reaction is defined as, the sum of the powers to which the concentration terms of the reactants must be raised in order to determine the rate of a reaction.

Distinction between order and molecularity:

Order:-

1. Kinetic order is a purely experiment property connected with the rate equation. It is not necessarily connected with the chemical equation of the reaction.

2. In a reaction A + B .....

If the observed rate ∝ [A]^α [B]^β the order of the reaction = α + β.

3. Order may change with physical condition such as pressure, solvent etc. For example, order change from 1 to 2 at low pressure for many gaseous reactions.

Molecularity:-

1. Molecularity is a theoretical property. In its classical definition it is connected with the overall chemical equation and in the modern definition with the mechanism.

2. Molecularity is defined as the number of molecules taking part in a rate determining steps of its mechanism.

3. Molecularity (classical) is an invariant number for a given chemical reaction.

Demerits of Huygens’ wave theory of light:

i. This theory could not explain rectilinear propagation of light.

ii. It could not explain Compton effect, photoelectric effect, Raman effect etc.

iii. It could not explain properly the propagation of light through vacuum. This is because ether has high elastic constant and zero density which gives contradictory results.

iv. According to Huygens’ wave theory, luminiferous ether medium exists everywhere in the universe even in vacuum which is treated as material medium for propagation of light waves. However, Michelson’s and Morley’s theory disapproved the existence of ether medium.

Huygens’ theory was not accepted immediately due to following reasons:

i. If light were waves, they should bend around the sharp corners in the same manner as the sound waves.

ii. If light were waves, they could not travel through vacuum. This difficulty was overcome by assuming the existence of a hypothetical medium (ether) which was assumed to fill the whole space.

Swami Dayanand Saraswati.

The phenomenon of restriction of the vibration of light waves in a particular plane perpendicular to direction of wave motion is called polarisation of light.

(i) ∠x + 50° = 115°

∵ The exterior angle of a triangle is equal to the

sum of its two interior opposite angles.

∵ ∠x = 115° – 50° = 65°

(ii) ∠x + 70° = 100°

(∵ The exterior angle of a triangle is equal to the sum of its two interior opposite angles)

∴ ∠x = 100° – 70°= 30°

(iii) ∠x + 90° = 125°

∵ The exterior angle of a triangle is equal to the sum of its two interior opposite angles.

∴ ∠x = 125° – 90° = 35°

(iv) ∠x + 60° = 120°

∵ The exterior angle of a triangle is equal to the sum of its two interior opposite angles.

∠x = 120° – 60° = 6o°

(v) ∠x + 30° = 80°

∵ The exterior angle of a triangle is equal to the sum of its two interior opposite angles.

∵ ∠x = 80° – 30° = 50°

(vi) ∠x + 35° = 75°

∵ The exterior angle of a triangle is equal to the sum of its two interior opposite angles.

∴ ∠x = 75° – 35° = 40°

(a) decreases

(b) η of the gases increase, η of liquid decreases with temperature

(c) Shear strain rate of shear strain

(d) Conservation of mass, Bernoulli's equation

(e) greater

The other name is Galileo’s law of inertia.

Inertia is responsible for the bodies to resist a change in their state of rest or of motion.