{"id":18649,"date":"2021-02-15T10:13:55","date_gmt":"2021-02-15T04:43:55","guid":{"rendered":"https:\/\/mcq-questions.com\/?p=18649"},"modified":"2022-03-02T11:11:38","modified_gmt":"2022-03-02T05:41:38","slug":"ncert-solutions-for-class-12-business-studies-chapter-7","status":"publish","type":"post","link":"https:\/\/mcq-questions.com\/ncert-solutions-for-class-12-business-studies-chapter-7\/","title":{"rendered":"NCERT Solutions for Class 12 Business Studies Chapter 7 Directing"},"content":{"rendered":"

Detailed, Step-by-Step NCERT Solutions for 12 Business Studies<\/a> Chapter 7 Directing Questions and Answers were solved by Expert Teachers as per NCERT (CBSE) Book guidelines covering each topic in chapter to ensure complete preparation.<\/p>\n

Directing NCERT Solutions for Class 12 Business Studies Chapter 7<\/h2>\n

Directing Questions and Answers <\/span>Class 12 Business Studies Chapter 7<\/h3>\n

Multiple Choice Questions<\/span><\/p>\n

Question 1.
\nWhich one of the following is not an element of direction?
\n(a) Motivation
\n(b) Communication
\n(c) Delegation
\n(d) Supervision.
\nAnswer:
\n(c) Delegation.<\/p>\n

Question 2.
\nThe motivation theory which classifies needs in hierarchical order is developed by.
\n(a) Fred Luthans
\n(b) Scott
\n(c) Abraham Maslow
\n(d) F. Drucker
\nAnswer:
\n(c) Abraham Maslow.<\/p>\n

\"NCERT<\/p>\n

Question 3.
\nWhich of the following is a financial incentive?
\n(a) Promotion
\n(b) Stock Incentive
\n(c) Job Security
\n(d) Employee Participation
\nAnswer:
\n(b) Stock Incentive.<\/p>\n

Question 4.
\nWhich of the following is not an element of communication process?
\n(a) Decoding
\n(b) Communication
\n(c) Channel
\n(d) Receiver
\nAnswer:
\n(b) Communication.<\/p>\n

Question 5.
\nGrapevine is ………….
\n(a) Formal Communication
\n(b) Barrier of Communication
\n(c) La tern al Communication
\n(d) Informal Communication
\nAnswer:
\n(d) Informal communication.<\/p>\n

Question 6.
\nStatus comes under the following type of barriers
\n(a) Semantic barrier
\n(b) Organisational barrier
\n(c) Non semantic barrier
\n(d) Psychological barrier
\nAnswer:
\n(b) Organisation Barrier.<\/p>\n

\"NCERT<\/p>\n

Question 7.
\nThe software company promoted by Narayana Murthy is …..
\n(a) Wipro
\n(b) Infosys
\n(c) Satyam
\n(d) HCL
\nAnswer:
\n(b) Infosys.<\/p>\n

Question 8.
\n\u2018The highest level need in the need Hierarchy of Abraham Maslow.
\n(a) Safety Need
\n(b) Belongingness need
\n(c) Self actualisation need
\n(d) Prestige need
\nAnswer:
\n(c) Self Actualisation Need.<\/p>\n

Question 9.
\nThe process of converting the message into communication symbols is known aS –
\n(a) Media
\n(b) Encoding
\n(c) Feed Back
\n(d) Decoding
\nAnswer:
\n(b) Encoding.<\/p>\n

\"NCERT<\/p>\n

Question 10.
\nThe communication network in which all subordinates under a supervisor communicate through supervisor only is
\n(a) Single chain
\n(b) Inverted V
\n(c) Wheel
\n(d) Free flow
\nAnswer:
\n(c) Wheel.<\/p>\n

Short Answer Type Questions<\/span><\/p>\n

Question 1.
\nDistinguish between leaders and managers.
\nAnswer:
\nSometimes leadership and management are used as synonymous terms. This is” not true. There are several differences between leadership and management.<\/p>\n

1. Relationship : Management implies superior subordinate relationship. This relationship arises within organisational context.- On the other hand, \u2019leadership can occur anywhere within or without organisation content. For example, inform group have leader but no managers.<\/p>\n

In other ‘ words, leadership is possible in both formally organised as well as \u201d unorganised groups. But management is possible only in formal and organised groups. The followers of a leader are not necessarily his juniors or subordinates. They may be leader’s peers, associates and even seniors.<\/p>\n

2. Source of influence : A manager is appointed and he obtains authority from his position.He makes use of his formal authority to influence the behaviour of his subordinatprs. On the contrary, a leader is not always appointed and he drives his power from his followers who accept him their leader. A leader makes use of this power to influence the attitudes and behaviour of his followers.<\/p>\n

3. Sanctions : A manager has command over the allocation and distribution of rewards (positive sanctions) e.g. promotion and punishments (negative sanction), e.g. demotion. On the other hand a leader has command over social satisfaction and related task rewards. Organisational sanctions exercised by a manager are geared to the physiological and security needs. But informal sanctions exercised by a leader are geared to social and ego need.<\/p>\n

4. Basis of Following : Both managers and leaders have followers. But the people follow them for different reasons. People follow a manager because they are required to follow by their job description supported by a system of rewards and potenties. But a manager may be there even if there are no followers but only subordinates. A manager may continue in office so long as his performance is considered satisfactory. Whereas a leader can survive as long as followers accept him.<\/p>\n

5. Accountability : A manager is accountable for his own behaviour as well as for the behaviour of his subordinates. His accountability of performance is clearly defined. But there is no clear-cut accountability relationship in leadership as a leader is accountable for his behaviour in the same way. A manager seeks to achieve organisational goals but a leader is ‘ more concerned with group goals and members satisfaction.<\/p>\n

6. Functions : A manager performs all the functions of planning, organising, staffing, directing and controlling. On the other hand, the main job of a leader is to guide, inspite the efforts of his followers. Leadership in .one aspect or demand of directing function. Thus, management is a wider term then management. A manager is more than a leader. Managers are leaders but all leaders are not managers.<\/p>\n

A leader does not require a managerial position. There can be leaders who are not appointed as managers of work groups. But by , virtue of their position, managers have to provide leadership to their subordinaties. Leadership of a manager depends on his personal qualities, attitudes of followers towards him and the situation in which they work. Non-managers can also be leaders of work group by influencing the behaviour of workers.<\/p>\n

\"NCERT<\/p>\n

A strong leader can be weak manager just as a strong manager may be a weak leader. A leader need not be a manager but a good – manager must have the qualities of an effective leader. A managercan get worn done from his subordinates, because he has the authority to distribute reused and penalties to subordinates. But the can make full use of their potential only by inducing confidence and zeal among them. For this purpose a manager must posses leadership qualities.<\/p>\n

Difference between Leadership and Management<\/p>\n\n\n\n\n\n\n\n
Leadership<\/strong><\/td>\nManagement<\/strong><\/td>\n<\/tr>\n
\n

Does not require Managerial position; A leader is not necessarily a manager<\/p>\n<\/td>\n

Requires Managerial position.<\/td>\n<\/tr>\n
Mainly involves direction<\/td>\nInvolves all the five functions<\/td>\n<\/tr>\n
Based on acceptance of followers.<\/td>\nBased on authority of position<\/td>\n<\/tr>\n
Narrow term<\/td>\nWider term.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Question 2 .
\nDefine Motivation .
\nAnswer:
\nMeaning of Motivation
\nThe term ‘motivation’ has been derived from the word ‘motiv which means the urge to do or not to do sometings. Motive is ti.at force within an individual which compels him to act or not to act in certain way. Motives help and guide people to action. Motives, reflect need, wants, drive and impulses within people.<\/p>\n

Motivation may, therefore, be defined as the process of stimulating or inducing people to take the desired of action. It is the act of inspiring employees to work hard to achieve the desired goals of the organisation. It involves arousing needs and desires in people so as to initiate and direct their behaviour in a purposive manner.<\/p>\n

The aim of motivation is to influence the behaviour of subordinates for better performance and achieving the desired results. Some popular definitions of motivation are given below.<\/p>\n

“Motivation means a process of stimulating people to accomplish desired goals.” – William Scott<\/p>\n

“It refers to the way in which ways, drives, desires, aspirations, stirrings or needs direct, control or explain the behaviour of human beings.” – Daffon E. Mcfarland<\/p>\n

“Motivation is an inspirational process which impels the members of the team to pull their weight effectively to give their loyalty to the group, to carry out properly the tasks that they have accepted and generally to play an effective part in the job that the group has under taken.” – E.F.L. Brech<\/p>\n

\"NCERT<\/p>\n

Question 3.
\nWhat is informal communication?
\nAnswer:
\nInformal Communication : Communication that takes place without following the formal lines of communication is said to be informal communication. Informed system of communication is generally referred to as the ‘grapevine’ because it spreads throughout the organisation with its branches going Out in all directions in utter disregard to the levels of authority.<\/p>\n

The informal communication arises out of needs of employees to exchange their views, which cannot be done through formal channels. Workers chit chatting in a canteen about the behaviour of the superior, discussing about rumour that some employees are likely to transferred are some examples of informal communications. The grapevine\/ informal communication spreads rapidly and sometimes gets distorted.<\/p>\n

It is very difficult to detect the source of such communication. It also leads to generate rumors which are not authentic. People’s behaviours is a fected by rumors and informal discussions and sometimes may hamper work environment. Some times, grapevine channels may be helpful as they carry information rapidly and therefore may be useful to manager at times, informal channels are used by managers to transmit information to know the reactions of his subordinates.<\/p>\n

An intelligent manager should make use of positive aspects of informal channels and minimize negative aspects of this channel of communication.<\/p>\n

\"NCERT<\/p>\n

Question 4.
\nWhat are semantic barriers of communication?
\nAnswer:
\nBarriers to Communication
\nIt is generally observed that managers face several problems due to communication breakdowns or barriers. These barriers may prevent a communication or jitter part of it or carry incorrect meaning due to which misunderstandings may be created. Therefore, it is important for a manager to identify such barriers and take measures to over come them. The barriers to communication in the organizations can be broadly. grouped as semantic barriers, psychological barriers, organizational barriers, and personal barriers. These are briefly discussed below.<\/p>\n

Semantic barriers
\nSemantic is the branch of linguistics dealing with the meaning of words and sentences. Semantic barriers are concerned with problems and obstructions in the process of encoding and decoding of message into words or impressions. Normally such barriers result on account of use of wrong words, faulty translations, different interpretations\u00a0 etc. These are discussed below<\/p>\n

(i) Badly expressed message : Some times intended meaning may not be conveyed by a manager to his subordinates. These badly expressed messages may be an account of inadequate vocabulary usage of wrong words, commission of needed . words etc.<\/p>\n

(ii) Symbols with difficult meanings : A work may have several meanings. Receiver has to perceive one such meanings for the word used by communicator. For example consider these three sentences where the work ‘value’ is used<\/p>\n