Q.Company X is facing a lot of problems these days. It manufactures white goods like washing machines, microwave ovens, refrigerators and air conditioners. The company's margins are under pressure and the profits and market share are declining. The production department blames marketing for not meeting sales targets and marketing blames production department for producing goods, which are not of good quality meeting customers' expectations. The finance department blames both production and marketing for declining return on investment and bad marketing. State the quality of management that the company is lacking? What quality of management do you think the company is lacking? Explain briefly. What steps should the company management take to bring the company back on track?
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🔒 Start your 14-day free trial to unlock the full solution →Concept understanding — Management Definition
Let’s start with something you already know. Think of a school trip. One person has to decide where the bus will go, another has to count heads so no one is left behind, someone else has to collect money and buy tickets. If everyone just does their own thing, the trip falls apart. That invisible force that makes sure the bus leaves on time, the money is collected, and everyone reaches the destination together — that is management in action.
Now, take that same idea and put it inside a business, a hospital, a cricket team, or even your own household budget. Management is the process of getting things done through and with people to achieve a goal efficiently and effectively. The NCERT textbook defines management as: “A process of getting things done with the aim of achieving goals effectively and efficiently.”
Let’s unpack that sentence because every word matters.
Process means it is not a one-time action. It is a continuous series of steps — planning what to do, organising who will do it, leading them to do it well, and then checking if it was done right. These steps are called the functions of management.
Effectively means doing the right things — reaching the goal. If your goal is to sell 100 units, and you sell 100, you have been effective. Efficiently means doing things with minimum waste of time, money, or effort. If you sell 100 units but spent double the budget on ads, you were effective but not efficient. Good management demands both.
Management is universal — it applies to every organisation, whether it is a government office, a small shop, a school, or a multinational company. The core idea remains the same: achieve goals with limited resources.
Why does this matter for you as a commerce or humanities student? Because management is not just a subject in a textbook. It is the engine behind every successful enterprise. When you study management, you are learning how to turn chaos into order, how to lead people, and how to make decisions under constraints. These are skills you will use whether you become a manager, an entrepreneur, or even a team leader in a college project.
The NCERT textbook also highlights three key characteristics of management: …
Why this formula?
Understanding the Definition of Management: The "Why" Behind the Concept
Management is not a formula-driven subject like physics or chemistry — it is a conceptual framework. However, there is a core logical structure that underpins every definition of management. Let's break down why this structure exists.
The Core Idea: Efficiency + Effectiveness
Every standard definition of management (from Henri Fayol to Peter Drucker) revolves around two pillars:
- Efficiency — doing things right (minimizing resource waste)
- Effectiveness — doing the right things (achieving goals)
Why these two together?
Imagine a factory:
- If you produce 1000 units but waste ₹50 lakh in raw materials → inefficient (even if effective)
- If you produce 10 units perfectly but the market needs 1000 → ineffective (even if efficient)
Management exists precisely because neither alone is sufficient. The definition must capture both to be complete.
The "Formula" of Management Definition
While there is no single mathematical formula, the logical equation that all definitions satisfy is:
Management=Planning+Organizing+Staffing+Directing+Controlling
Why these five functions? (The derivation)
Think of any goal you want to achieve with a group:
- Planning — Why? Without knowing where you're going, you cannot decide how to go. This is the foundation.
- Organizing — Why? Plans need resources (people, money, machines). You must arrange them logically.
- Staffing — Why? Resources don't work by themselves. You need the right people in the right roles.
- Directing — Why? People need guidance, motivation, and leadership to act toward the plan.
- Controlling — Why? Without checking progress, you cannot correct deviations. Plans fail without feedback.
These five are not arbitrary — they form a closed loop:
- Plan → Organize → Staff → Direct → Control → (feedback to) Plan again
The Key Insight: Why "Coordination" is Central
Many definitions say management is "getting things done through others." The hidden formula here is:
Management=Coordination of all resources
Why coordination?
Consider a cricket team:
- Batsman, bowler, fielder — each is skilled individually
- But without coordination, they lose matches
Coordination is the glue that makes the five functions work together. Without it:
- Planning ignores organizing
- Directing ignores controlling
- Staffing ignores planning
Exam-Relevant Takeaway …
The company is clearly lacking coordination — the essence of management that ensures different departments work in harmony toward common organisational goals. Here, each department (production, marketing, finance) is working in isolation, blaming others instead of aligning their efforts. This is a textbook sign of poor coordination, which is the very first principle of management.
Coordination is the glue that binds all management functions. Without it, departmental goals override organisational goals, leading to conflicts, inefficiencies, and declining performance — exactly what Company X is experiencing.
To bring the company back on track, management must take the following steps:
- Establish clear, shared goals for all departments so that sales targets, quality standards, and cost controls are aligned, not contradictory.
- Improve communication channels — hold regular inter-departmental meetings where problems are discussed jointly, not blamed separately.
- Create a unified planning process where production, marketing, and finance plans are integrated before implementation. …
The company is lacking coordination — the essence of management that harmonises the efforts of different departments toward a common goal.
The Missing Link: Coordination
Management is not just about planning, organising, staffing, directing, and controlling. There is a sixth thread that runs through all these functions — coordination. Coordination is the force that binds all the functions of management together. It is the essence of management, the glue that prevents departments from pulling in opposite directions.
In Company X, each department is working in isolation. Production blames marketing; marketing blames production; finance blames both. This is a textbook case of lack of coordination. When coordination is absent, departments develop tunnel vision — they see only their own targets and problems, not the organisation’s overall health.
Coordination is not a separate function; it is the very essence of management. Every managerial function — planning, organising, staffing, directing, controlling — requires coordination to be effective.
What Exactly Is Coordination?
Coordination means synchronising the activities of different departments so that they work as one unit toward the organisation’s objectives. It ensures that:
- The production department makes goods that marketing can actually sell.
- Marketing gives production realistic sales forecasts and customer feedback.
- Finance allocates resources in a way that supports both production quality and marketing efforts.
Without coordination, you get exactly what Company X is experiencing: blame games, declining profits, falling market share, and a downward spiral.
Coordination is deliberate — it does not happen automatically. Management must actively create mechanisms for it.
Steps to Bring the Company Back on Track
The company’s management needs to take concrete steps to restore coordination. Here is what the NCERT framework suggests:
1. Create clear, shared goals. Every department must understand that the company’s survival depends on working together. The production department’s goal is not just to make goods — it is to make goods that customers want, at a cost that allows profit. Marketing’s goal is not just to sell — it is to sell what the company can produce profitably. Finance’s goal is not just to cut costs — it is to fund quality and sales efforts that generate returns.
2. Establish regular inter-departmental meetings. Production, marketing, and finance heads should meet weekly to share data, discuss problems, and align plans. This is a simple but powerful coordination mechanism.
3. Use a unified information system. If marketing knows what production is making and at what cost, and production knows what customers are complaining about, the blame game stops. Shared data creates shared accountability. …
Here is a clear, concept-first solution method for this question.
Method: The "Symptoms-to-Core" Diagnostic Method
This method is designed for case-study based questions in management. It moves from identifying surface-level problems (symptoms) to diagnosing the missing management principle (core), and finally to prescribing a cure (steps).
Step 1: Identify the Symptoms (The "What")
Read the case and list the visible problems. Do not interpret yet—just state the facts.
- Symptoms:
- Declining profits and market share.
- Inter-departmental blame game (Production vs. Marketing vs. Finance).
- Poor product quality and unmet customer expectations.
- Low return on investment (ROI).
Step 2: Diagnose the Missing Core Principle (The "Why")
Ask: "Which fundamental management quality, if absent, would cause all these symptoms?"
- The key clue is the blame game and lack of coordination between departments. Each department is working in a silo, pursuing its own goals (e.g., production wants volume, marketing wants sales, finance wants ROI) without a unified direction.
- Conclusion: The company is lacking Coordination (the essence of management) and Unity of Direction (a principle of management by Henri Fayol).
Step 3: State the Missing Quality (The Answer)
- Quality lacking: Coordination (or Integration of Efforts).
- Brief Explanation: Coordination is the orderly arrangement of group efforts to provide unity of action in the pursuit of a common purpose. Here, the departments are working at cross-purposes. Production is not aligned with customer quality needs, marketing is not aligned with production capabilities, and finance is not aligned with the operational realities. This lack of synergy is destroying value.
Step 4: Prescribe the Steps (The "How")
The steps must directly address the root cause (lack of coordination).
- Step A: Establish a Common Goal. The top management must define a clear, shared objective (e.g., "Achieve 15% market share with a 20% ROI by delivering top-quartile quality"). This creates Unity of Direction.
- Step B: Create Cross-Functional Teams. Form a "Quality & Customer Satisfaction Task Force" with members from Production, Marketing, and Finance. This forces direct communication and joint problem-solving.
- Step C: Implement a Feedback Loop. Marketing must share real-time customer feedback and quality complaints with Production. Production must share cost constraints and capability data with Marketing.
- Step D: Align Incentives (Reward System). Stop rewarding departments for individual targets. Introduce a group bonus tied to overall company profit and customer satisfaction scores. This kills the blame game.
- Step E: Use a Formal Coordination Tool. Introduce a simple Gantt chart or a weekly coordination meeting where all department heads review progress against the common goal.
Final Answer (as you would write in an exam)
1. Quality of Management Lacking: …
Here are the common mistakes students make when answering this question, along with how to avoid each one.
Mistake 1: Naming the wrong management quality
The error: Students often write “Leadership,” “Coordination,” “Planning,” or “Controlling.”
Why it’s wrong: The case clearly shows departments blaming each other — production blames marketing, marketing blames production, finance blames both. This is a classic symptom of lack of coordination (or lack of cooperation / team spirit). The question specifically asks for the quality of management that is missing.
How to avoid:
- Look for conflict between departments or blame game.
- The correct answer is Coordination (or Teamwork / Integration of efforts).
- Remember: Coordination is the essence of management — it ensures all departments work harmoniously toward common goals.
Mistake 2: Confusing “Coordination” with “Communication”
The error: Students say “lack of communication” and stop there.
Why it’s wrong: While poor communication may be a cause, the quality missing is coordination — the deliberate synchronization of activities. Communication is a tool, not the quality itself.
How to avoid:
- Use the exact term from the NCERT/CBSE syllabus: Coordination is the “essence of management.”
- Explain that coordination integrates the efforts of different departments to achieve organizational goals.
Mistake 3: Giving a vague or incomplete explanation
The error: Writing only “The company lacks coordination” without linking it to the case.
Why it’s wrong: Marks are awarded for application — you must show why the situation proves lack of coordination.
How to avoid:
- Quote the case: “Production blames marketing, marketing blames production, finance blames both.”
- Explain: This shows absence of unity of action — each department works in silos, not as a team.
Mistake 4: Suggesting only one step (e.g., “Improve communication”)
The error: Listing only one vague step like “talk to each other.”
Why it’s wrong: The question asks for steps (plural) to bring the company back on track. A single point loses marks.
How to avoid:
- Give at least 3–4 concrete steps (see sample answer below).
- Use management terminology: clear goals, regular meetings, cross-functional teams, performance-linked rewards.
Mistake 5: Writing steps that are not linked to the problem
The error: Suggesting “reduce prices” or “fire the managers.”
Why it’s wrong: The core problem is lack of coordination, not pricing or staffing. Steps must directly address the blame-game and misalignment.
How to avoid:
- Every step should aim to align departmental goals and reduce conflict.
- Example: “Set common targets for production and marketing” — this directly tackles the blame culture.
✓ Correct Answer (Model)
Quality of management lacking: Coordination
Explanation: …
Showing the 12 most recent of 78 on this concept.
- CBSE 2026Set 66/3/11 markMCQQ.'A manager motivates and leads his team in such a manager that individual members are able to achieve personal goals while contributing to the organisational objective.' The point of importance of management highlighted above is : (A) Management helps in achieving group goals (B) Management helps in increasing efficiency (C) Management helps in achieving personal objectives (D) Management helps in the development of society
›Reveal solutionSolution
The statement highlights how effective management aligns individual aspirations with organizational goals, specifically demonstrating its importance in helping team members achieve their personal objectives while simultaneously contributing to the organisation's overall success.
Management is a dynamic process that orchestrates various resources and efforts within an organisation to achieve its predetermined goals. Its importance is multifaceted, touching upon every aspect of an enterprise, from resource utilisation to employee motivation. The statement provided encapsulates a particularly crucial dimension of management's role: its ability to harmonise the often-divergent interests of individual employees with the overarching objectives of the organisation.
The core idea presented is that a manager, through effective motivation and leadership, can create an environment where individual team members find their personal growth and aspirations fulfilled through their contributions to the organisation. This is not merely about assigning tasks, but about understanding individual drives and channelling them productively. When employees feel that their work helps them achieve their own career goals, develop new skills, or gain recognition, they become more engaged and committed.
ImportantThe statement "A manager motivates and leads his team in such a manner that individual members are able to achieve personal goals while contributing to the organisational objective" captures the importance of management in achieving personal objectives.
Let us examine the options in light of this understanding:
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** (A) Management helps in achieving group goals:** This is undoubtedly true. The statement explicitly mentions "contributing to the organisational objective," which is a group goal. Effective management unifies individual efforts, ensuring they all pull in the same direction towards the collective aim. However, the mechanism described in the first part of the sentence—how individuals achieve personal goals—is the specific focus that leads to this contribution.
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** (B) Management helps in increasing efficiency:** While good management invariably leads to increased efficiency by optimising resource use and streamlining processes, the given statement does not directly focus on cost reduction, productivity rates, or waste minimisation. Instead, it centres on the human element of motivation and goal alignment. …
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- CBSE 2026Set MARCH1 markQ.Give full form of IIM.
›Reveal solutionSolution
IIM = Indian Institute of Management.
In this GSEB Class-12 Commerce question, the IIMs are India's top institutes offering professional management education (such as the post-graduate diploma/MBA). Their existence supports treating man …
- CBSE 2026Set MARCH1 markMCQQ.Every manager has his own unique way of managing things and people. This is related to _______.(a) Management as a profession(b) Management as a science(c) Management as an art(d) None of these
›Reveal solutionSolution
The correct option is (c) Management as an art, because a manager's own unique, personalised style of handling people and work is the defining feature of art.
Management has three dimensions in the Kerala Plus Two Commerce course: science, art and profession. The stem stresses that "every manager has his own unique way" of managing, which is the key to identifying the answer.
- Art is the skilful and personalised application of existing knowledge to achieve a desired result. Its features are the existence of a theoretical/body of knowledge, personalised application, and improvement through practice.
- Because each manager uses his own creativity and style to apply management principles, management qualifies as an art. Two managers with the same knowledge may handle the same situation differently. …
- CBSE 2026Set ANNUAL1 markMCQQ.Management is(a) A Science(b) An Art(c) Both Science and Art(d) None of these
›Reveal solutionSolution
Management is both a science and an art: it rests on an organised body of principles (science) yet depends on the skilful, personal application of those principles to real situations (art).
In the UP Board Class-12 Business Studies syllabus, management is treated as both a science and an art. It is a science because it has a systematic body of knowledge, its principles are developed through observation and experiment, and they establish cause-and-effect relationships. It is an art because applying that knowledge needs personal skill, creativity and practice — different managers get different results from the same principles. Because it satisfies …
- CBSE 2026Set ANNUAL1 markMCQQ.Which of the following is not a function of management?(a) Planning(b) Staffing(c) Directing(d) Profit-making
›Reveal solutionSolution
Profit-making is not a function of management; the functions are planning, organising, staffing, directing and controlling.
The managerial functions form the process of management: planning (deciding in advance what to do), organising (arranging resources and relationships), staffing (putting the right people in jobs), directing (leading, motivating and communicating) and controlling (measuring and correcting performance). Profit-making is a result/objective tha …
- CBSE 2026Set ANNUAL1 markMCQQ.Management is always denoted by ‘we’ and not ‘I’ because(a) it is a process(b) it is continuous(c) it is a group activity(d) it is intangible
›Reveal solutionSolution
Management is always a 'we' activity because it is inherently a group activity, not a one-person job.
Management means getting things done through people to achieve organisational goals efficiently and effectively. By its very nature, this always requires a group — managers plan, organise, and direct the combined efforts of many employees, departments, and resources towards one shared objective.
…
- CBSE 2025Set 66/1/11 markMCQQ.Sadhna, a graduate of a reputed institute of management, is a successful manager. She applies her acquired knowledge in a personalised and skillful manner in difficult situations at work. She uses her imagination and creativity in handling these situations. The aspect of the nature of management highlighted in the above case is : (A) Management as an Art (B) Management as a Science (C) Management as a Profession (D) Management both as a Science and as a Profession
›Reveal solutionSolution
The case highlights that management is an Art, because Sadhna applies her knowledge in a personalised, creative, and skillful way to handle difficult situations — which are the hallmarks of art, not science or profession alone.
To understand why the correct answer is Management as an Art, we need to first step back and consider the nature of management. Management is not a single, rigid label — it is often described as having characteristics of an art, a science, and a profession. But each of these aspects focuses on different features.
Science refers to a systematised body of knowledge based on cause-and-effect relationships, with principles that are universally applicable and verifiable. Profession implies a formal qualification, a code of conduct, and a service motive. Art, on the other hand, is about the practical application of personal skills, creativity, and imagination to achieve desired results.
Now look at Sadhna. She is a graduate of a reputed management institute — so she has the knowledge (which could be scientific). But the case specifically says she applies this knowledge in a personalised and skillful manner, using her imagination and creativity in difficult situations. That is the essence of art. An artist does not just follow a formula; she brings her own touch, her own judgment, her own flair to the work. Similarly, Sadhna is not mechanically applying textbook principles — she is adapting them creatively to each unique situation.
NoteManagement is considered an art because it involves the practical application of personal skills, creativity, and the use of imagination to solve problems. The case directly mirrors this idea. …
- CBSE 2025Set 66/2/11 markMCQQ.'It is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.' Identify the process. (A) Management (B) Organising (C) Staffing (D) Directing
›Reveal solutionSolution
The definition describes Management — option (A): the complete process of designing and maintaining a working environment for efficient group accomplishment of aims. Organising, staffing and directing are each only individual functions within management.
Concept understanding — why the definition fits management as a whole
Read the definition phrase by phrase:
- "Designing and maintaining an environment" — creating and continuously sustaining the conditions of work (plans, structure, people, leadership, control), not performing any single one of these tasks.
- "Individuals, working together in groups" — management is inherently about coordinating group effort, not solo work.
- "Efficiently" — with minimum waste of time, money and effort.
- "Accomplish selected aims" — goal-oriented: the effort is directed at chosen objectives.
Only management spans all of this. In sports terms: a team succeeds not merely because talented players show up, but because someone selects the team, assigns roles, plans strategy, keeps morale high and adjusts as the situation unfolds — that whole continuing process of shaping and sustaining the environment for group success is management. It operates through its interrelated functions: planning, organising, staffing, directing and controlling.
Why the other options are wrong …
- CBSE 2025Set 66/2/11 markMCQQ.Akshara runs a business in the name of 'AK Solutions' in a well reputed area of her city where people provide spaces to students as library, as study centres and as training and event centres to businesses. Akshara provides only conference halls to big and small enterprises for their meetings and events. Suddenly, in July 2024, floods affected some libraries and study centres in her neighbouring area. The exams were fast approaching and students were facing a lot of problems as these study centres and libraries had to be closed. Taking advantage of this opportunity and to help the students 'AK Solutions' adapted itself to the needs of the environment, they decided to convert some of their conference halls into libraries and study centres. They also decided to provide food and other facilities required by the students at subsidized rates. This initiative increased their business manifold and earned them significant goodwill. The feature of management highlighted in the above case is : (A) Management is a continuous process. (B) Management is an intangible force. (C) Management is a dynamic function. (D) Management is a group activity.
›Reveal solutionSolution
The case highlights that management must constantly adapt its operations and strategies to changes in the external environment to remain successful.
Businesses operate within a constantly evolving environment, facing various challenges and opportunities. Effective management requires not just running daily operations smoothly, but also possessing the foresight and flexibility to respond strategically to external shifts. This ability to adapt is crucial for survival and growth, as demonstrated by Akshara's 'AK Solutions'.
Initially, 'AK Solutions' focused on providing conference halls for corporate meetings and events. This was its established business model. However, an unforeseen external event – floods in a neighbouring area – created a significant disruption. This disruption directly impacted students, who suddenly lost access to their study centres and libraries, especially critical with exams approaching. This change in the external environment presented both a challenge for the affected students and an opportunity for businesses capable of responding.
Akshara's decision to convert some of her conference halls into libraries and study centres, and to provide subsidised food and facilities, was a direct response to this altered environment. She recognised the urgent need of the students and pivoted her business model to address it. This was not merely a continuation of existing operations; it was a strategic shift, a re-evaluation of how her resources could best serve a new, pressing market demand. The positive outcomes – increased business and significant goodwill – underscore the success of this adaptive approach.
Let us consider the given options in light of this understanding:
- (A) Management is a continuous process: Management indeed involves ongoing functions like planning, organising, staffing, directing, and controlling. While Akshara's business continues to operate, the core point of the case is not the continuous nature of these functions, but rather a specific change in direction prompted by external factors.
- (B) Management is an intangible force: Management cannot be seen or touched, but its presence is felt through the organisation's efficiency and order. While true, the case describes a very tangible action (converting halls) and its tangible results (increased business), not the invisible nature of management itself. …
- CBSE 2025Set MARCH1 markMCQQ.Social objective of Management is __________.(a) Earning profits(b) Personal growth and development(c) Survival(d) Providing employment opportunities
›Reveal solutionSolution
The correct answer is (d) Providing employment opportunities — this is a social objective of management, as it benefits society at large.
…
- CBSE 2025Set MARCH1 markQ.Name any one dimension of Management.
›Reveal solutionSolution
One dimension of management is 'Management as a Science' (Management as an Art / Management as a Profession are equally valid answers).
…
- CBSE 2025Set ANNUAL1 markMCQQ.Management is an art of (A) doing work himself (B) taking work from others (C) both (A) and (B) (D) none of these
›Reveal solutionSolution
Management is the art of getting work done through others.
A classic definition describes management as 'the art of getting things done through people'. A manager achieves organisational goals not by doing all the work himself but by planning, organising, directing and controlling the efforts of subordinates. Hence, as an art, management is the art of takin …
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