‘Bonfast Cement Ltd.’ supports 7 villages with housing facilities, schools, safe drinking water, health and hy

Question

Q. ‘Bonfast Cement Ltd.’ supports 7 villages with housing facilities, schools, safe drinking water, health and hygiene. The company sends its employees to visit a nearby village every 15 days to provide support and to see whether the facilities provided are being implemented on ground. The objective which ‘Bonfast Cement Ltd.’ is trying to achieve is : (A) Personal objective (B) Social objective (C) Organizational objective (D) Economic objective

CBSECBSE Class XII Board 2024MCQ· 1mImportance★★★★★

✓ Free question

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.

Important

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:

Goal-oriented: Every management action is directed towards a specific purpose. Without a goal, there is no management — only random activity.
Pervasive: It exists in all types of organisations and at all levels — from the CEO to the supervisor on the factory floor.
Multidimensional: It involves managing work, managing people, and managing operations. You cannot focus on only one and ignore the others.

Note

A common confusion: management is not the same as administration. In Indian business studies, administration is often used for top-level policy-making, while management refers to the execution of those policies. But for most practical purposes, the terms overlap heavily.

So, the next time you see a well-run restaurant where food arrives on time, or a cricket captain rotating bowlers smartly, or even a friend who organises a group study session without chaos — you are seeing management at work. It is the art of making things happen smoothly, and it is one of the most practical subjects you will ever study.

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:

\text{Management} = \text{Planning} + \text{Organizing} + \text{Staffing} + \text{Directing} + \text{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:

\text{Management} = \text{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

For Indian exams (CBSE, ICSE, State Boards, CUET, etc.), remember:

Management is the process of getting things done with and through people to achieve organizational goals efficiently and effectively.

Why this definition holds:

"Process" → because it's a series of interconnected functions (the 5 functions)
"With and through people" → because management is a social process (you cannot manage alone)
"Efficiently and effectively" → because both are non-negotiable (as derived above)

Common Mistake to Avoid

✗ "Management is just about giving orders"

✓ Correct: Management is about integrating human effort with material resources — the formula is synergy:

\text{Output} > \text{Sum of individual inputs}

This is why management definitions always emphasize coordination — it creates value greater than the parts.

Final thought: The definition of management is not memorized — it is derived from the fundamental problem of achieving goals with limited resources and people. Every exam question on "definition of management" tests whether you understand this why, not just the words.

Bonfast Cement Ltd.'s activities of supporting villages with essential facilities are aimed at contributing to societal well-being, which falls under its Social objective.

Every organization operates with certain goals in mind, which are broadly categorized into different types. Understanding these categories helps us analyze the purpose behind a company's actions. In this scenario, Bonfast Cement Ltd. is engaging in activities that directly benefit the community outside its immediate business operations.

Let's look at the common types of objectives:

Organizational Objectives: These are the primary goals of the business itself, focusing on its survival, profitability, and growth. Examples include maximizing sales, increasing market share, or achieving a certain return on investment.
Social Objectives: These relate to the company's responsibility towards society. They involve contributing to the welfare of the community, protecting the environment, providing quality products at fair prices, and generating employment. These objectives reflect the company's role as a responsible corporate citizen.
Personal Objectives (or Individual Objectives): These pertain to the goals of the employees within the organization. They include fair remuneration, good working conditions, opportunities for training and development, and recognition for their contributions.
Economic Objectives: While often intertwined with organizational objectives, economic objectives specifically focus on the financial aspects of the business, such as profit maximization, efficient resource utilization, and cost reduction. In the context of broader objective types, 'social' stands distinct from these internal, profit-driven goals.

Now, let's apply this understanding to the given situation.

Analyze Bonfast Cement Ltd.'s actions: The company is actively supporting 7 villages by providing housing facilities, schools, safe drinking water, and health and hygiene initiatives. They also send employees to visit regularly to ensure these facilities are being implemented effectively.
Identify the beneficiaries: The direct beneficiaries of these actions are the villagers and the community at large, not primarily the company's shareholders or employees in terms of direct financial gain or personal development.
Match actions to objective types:
- These actions are clearly not about maximizing the company's profit or market share (Organizational/Economic objectives). While such activities might indirectly enhance brand image, their direct intent is community welfare.
- They are not about the well-being or development of Bonfast Cement's employees (Personal objectives).
- The provision of essential services like housing, education, water, and health directly contributes to the welfare and upliftment of society. This aligns perfectly with the definition of a Social objective. Companies undertake social objectives as part of their corporate social responsibility (CSR).

Watch out

Do not confuse social objectives with organizational objectives. While a strong social image can indirectly benefit an organization's long-term growth, the primary intent of providing community support is societal welfare, making it a social objective. Organizational objectives are typically focused on the internal health and growth of the business itself.

Tip

When evaluating such scenarios, ask yourself: "Who primarily benefits from this action, and what is the core intent?" If the primary benefit is for the community or environment, it's a social objective. If it's for the company's survival, profit, or growth, it's an organizational/economic objective. If it's for the employees, it's a personal objective.

The company's efforts to provide basic amenities and support to the villages demonstrate a commitment to societal well-being, which is a hallmark of a social objective.

✓Final answer

The objective which ‘Bonfast Cement Ltd.’ is trying to achieve is (B) Social objective .

Same / Similar Concept — real previous-year questions on the same or a closely similar concept, not this exact question.

Showing the 12 most recent of 78 on this concept.

CBSE 2026Set 66/3/11 markMCQ
$Q.'A manager motivates and leads his team in such a manager that individual members are able to achieve personal goals while contributing to the organisational objective.' The point of importance of management highlighted above is : (A) Management helps in achieving group goals (B) Management helps in increasing efficiency (C) Management helps in achieving personal objectives (D) Management helps in the development of society$
›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.

Important

The 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:

** (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.

** (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.

** (C) Management helps in achieving personal objectives:** This option directly aligns with the first part of the statement: "individual members are able to achieve personal goals." A skilled manager understands that employees are not just cogs in a machine; they have their own ambitions. By creating opportunities for learning, career advancement, and recognition within the organisational framework, management ensures that employees can pursue their personal growth while simultaneously serving the company's mission. This creates a powerful synergy where individual success fuels organisational success.

** (D) Management helps in the development of society:** This is a broader, indirect benefit of effective management. Organisations that are well-managed contribute to society by providing quality products, creating employment, and adopting ethical practices. However, the given statement describes an internal dynamic within the organisation concerning individual and organisational goal alignment, not its external societal impact.

The statement perfectly illustrates how management bridges the gap between individual aspirations and organisational needs. By focusing on motivating individuals to achieve their personal goals within the context of their work, management ensures that these personal achievements naturally contribute to the larger organisational objective. This dual benefit is a hallmark of effective leadership.

✓Final answer
$The point of importance of management highlighted in the statement is (C) Management helps in achieving personal objectives, as it directly describes how managers enable individual team members to fulfil their personal goals while simultaneously contributing to the organisation's overall objectives.$
CBSE 2026Set MARCH1 mark
$Q. Give full form of IIM.$
›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 management as a profession with formal, specialised knowledge.

✓Final answer
$Indian Institute of Management.$
CBSE 2026Set MARCH1 markMCQ
$Q. Every manager has his own unique way of managing things and people. This is related to _______.$
(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.

Management as a science stresses a systematised body of knowledge and universal principles, not individual style; management as a profession stresses formal training, a code of conduct and a professional body. Neither matches the "unique personal way" clue.

✓Final answer
$(c) Management as an art. The personalised, creative application of managerial knowledge — a manager's own unique way of getting things done — is precisely what makes management an art.$
CBSE 2026Set ANNUAL1 markMCQ
$Q. Management is$
(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 the tests of both, management is best described as both a science and an art (an 'inexact science' and a 'soft art').

✓Final answer
$Option (c) Both Science and Art is correct — management combines the organised knowledge of a science with the skilful, personalised application of an art.$
CBSE 2026Set ANNUAL1 markMCQ
$Q. Which of the following is not a function of management?$
(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 that good management helps achieve — it is not itself a function of the management process.

✓Final answer
$Option (d) Profit-making is the correct answer — it is an objective of business, not a function of management.$
CBSE 2026Set ANNUAL1 markMCQ
$Q. Management is always denoted by ‘we’ and not ‘I’ because$
(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.

Because no single individual, however capable, can single-handedly achieve organisational goals, management is always described in terms of the group ('we') rather than an individual ('I'). This is one of management's defining characteristics, alongside being goal-oriented, a continuous process, multidimensional, and a dynamic function.

✓Final answer
$(c) It is a group activity. Management is fundamentally a group activity since it involves coordinating the efforts of many people to reach a common goal — this is why it is always referred to as 'we', not 'I'.$
CBSE 2025Set 66/1/11 markMCQ
$Q. Sadhna, a graduate of a reputed institute of management, is a successful manager. She applies her acquired knowledge in a personalised and skillful manner in difficult situations at work. She uses her imagination and creativity in handling these situations. The aspect of the nature of management highlighted in the above case is : (A) Management as an Art (B) Management as a Science (C) Management as a Profession (D) Management both as a Science and as a Profession$
›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.

Note

Management 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.

Let’s also rule out the other options briefly. Management as a Science would require emphasis on systematic principles, experimentation, and universal validity — none of which are mentioned here. Management as a Profession would require a formal degree (which she has), but also a code of conduct, a statutory body, and a service motive — the case does not talk about any of these. The focus is entirely on her personalised, creative application of knowledge.

Important

The key distinction is: having knowledge (science) does not make the practice a science. It is how you use that knowledge — with personal skill, creativity, and adaptation — that makes it an art. Sadhna’s case is about the doing, not just the knowing.

So the aspect highlighted is clearly Management as an Art. This is reinforced by art’s defining features: existence of theoretical knowledge, personalised application, and creativity — all three are present in Sadhna’s work.

✓Final answer
$In short, the case illustrates Management as an Art, because Sadhna uses her knowledge in a personalised, imaginative, and creative way to handle difficult situations — which is the defining characteristic of an art, not of science or profession alone.$
CBSE 2025Set 66/2/11 markMCQ
$Q.'It is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.' Identify the process. (A) Management (B) Organising (C) Staffing (D) Directing$
›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

(B) Organising — one function of management: identifying and grouping activities, assigning duties and establishing authority relationships. It covers structure only, far narrower than "designing and maintaining an environment".

(C) Staffing — another single function: recruiting, selecting, training and appraising the right people for the right jobs. The definition goes well beyond people-placement.

(D) Directing — the function of leading, motivating, communicating and supervising so people work willingly. It is a part of maintaining the environment, not the entire process described.

✓Final answer
$(A) Management — the definition describes the full process of designing and maintaining an environment in which groups efficiently accomplish selected aims; organising (B), staffing (C) and directing (D) are each only single functions inside that larger process.$
CBSE 2025Set 66/2/11 markMCQ
$Q. Akshara runs a business in the name of 'AK Solutions' in a well reputed area of her city where people provide spaces to students as library, as study centres and as training and event centres to businesses. Akshara provides only conference halls to big and small enterprises for their meetings and events. Suddenly, in July 2024, floods affected some libraries and study centres in her neighbouring area. The exams were fast approaching and students were facing a lot of problems as these study centres and libraries had to be closed. Taking advantage of this opportunity and to help the students 'AK Solutions' adapted itself to the needs of the environment, they decided to convert some of their conference halls into libraries and study centres. They also decided to provide food and other facilities required by the students at subsidized rates. This initiative increased their business manifold and earned them significant goodwill. The feature of management highlighted in the above case is : (A) Management is a continuous process. (B) Management is an intangible force. (C) Management is a dynamic function. (D) Management is a group activity.$
›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.

(D) Management is a group activity: An organisation is a collection of individuals working together towards common goals. While 'AK Solutions' likely involves a team, the case primarily focuses on the strategic decision to adapt the business model, rather than the coordination of multiple individuals' efforts.

Important

The external environment of a business is dynamic, encompassing social, economic, political, technological, and legal factors. Management must continuously monitor and respond to these changes.

The most fitting description for Akshara's actions is that Management is a dynamic function. A dynamic function means that management is not a rigid, static process. Instead, it must constantly adapt and adjust to the changing social, economic, political, technological, and legal conditions in which an organisation operates. Akshara's business successfully adapted its offerings to meet a new demand created by an environmental crisis, demonstrating flexibility and responsiveness. This ability to change and evolve with the environment is a hallmark of effective management.

✓Final answer
$The feature of management highlighted in the case is (C) Management is a dynamic function, as Akshara's business successfully adapted its operations to respond to changes in the external environment.$
CBSE 2025Set MARCH1 markMCQ
$Q. Social objective of Management is __________.$
(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.

✓Final answer
$Management pursues objectives at three levels. Organisational objectives (survival, profit and growth) keep the enterprise going; personal objectives satisfy the individual goals of employees such as growth and development; and social objectives are the benefits management provides to society. Among the options: (a) earning profits and (c) survival are organisational objectives, and (b) personal growth and development is a personal objective. Only (d) providing employment opportunities benefits society at large, so it is a social objective. In Karnataka 2nd PUC Business Studies, other examples of social objectives include supplying quality products at fair prices, using environment-friendly methods and generating economic wealth for the community.$
CBSE 2025Set MARCH1 mark
$Q. Name any one dimension of Management.$
›Reveal solutionSolution
One dimension of management is 'Management as a Science' (Management as an Art / Management as a Profession are equally valid answers).

✓Final answer
$The nature or dimensions of management are studied under three heads: Management as a Science — it has a systematised body of knowledge, principles based on observation, and cause-and-effect relationships (though it is an inexact science). Management as an Art — it involves the personalised, skilful application of knowledge to achieve results, developed through practice and creativity. Management as a Profession — it has a body of knowledge, restricted entry, a professional association and an ethical code, though these are not fully binding. Naming any one of these three dimensions answers the question.$
CBSE 2025Set ANNUAL1 markMCQ
$Q. Management is an art of (A) doing work himself (B) taking work from others (C) both (A) and (B) (D) none of these$
›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 taking work from others rather than doing it personally.

✓Final answer
$(B) taking work from others — management achieves goals through the efforts of other people.$

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