Management concept

Science has systematic knowledge and cause effect relation. Management is not a pure science but has systematic knowledge.

Art involves personal skill experience and creative application. Human skill is important in team conflict.

A profession is also linked with service to society. Social objectives in management strengthen this idea.

The answer is option A: personal facility is not enough; directing is also necessary. Salary is a financial reward and can support employee satisfaction, but it does not automatically tell people what to do, how to do it, or how their work connects with organisational goals. Directing includes giving instructions, providing guidance, leading employees, motivating them, and maintaining communication. Therefore, employees may receive good salaries and still lack clarity, leadership, and common direction. Option A is correct because it recognises both the value and the limitation of salary. Option B is wrong: salary does not remove the need for management, because planning, organising, directing, and controlling remain necessary. Option C is wrong because direction is mainly concerned with people and their work, not machines alone. Option D is wrong because salary cannot automatically achieve targets; performance also needs guidance, skills, motivation, and coordination. A useful exam distinction is that money may encourage people, but directing tells them where to go and how to work together. Remember: pay is a reward; directing is guidance and leadership.

Management does not make the future certain but prepares alternatives. Planning becomes more important under uncertainty.

Management seeks balanced long term results and not only profit. Customer satisfaction is linked with growth and survival.

Management strengthens the organisation through development of people. Training and capacity building are good indicators.

Management is intangible but its effect appears in productivity discipline and goal achievement. Treat results as indicators.

Professional management is based on specialised knowledge and training. Ownership alone does not make decisions superior.

Planning sets targets and control checks their achievement. Separating them weakens management.

Economic objectives are necessary but not sufficient alone. Management must balance many interests.

Free education is a social objective and sustainable resources relate to survival. Management balances both.

Human behaviour is variable and complex so management is not a simple mechanical work. The human side often forms hard questions.

Reduced time increases efficiency and suggestions improve participation and motivation. In such questions look for dual benefit.

In modern context management is broad and can relate to both policy and implementation at different levels. Avoid a narrow definition.

Resources are useful only when people use them properly. Management integrates human and physical resources.

Management needs not only rules but also clear roles and accountability. Unclear responsibility weakens control.

Good management requires both target achievement and resource saving. Effectiveness alone is not enough.

Writing goals is not enough activities must be integrated. Coordination is considered the essence of management.

Low cost shows efficiency but missing the deadline weakens effectiveness. Treat deadline as part of the target.

Management helps increase employee ability and confidence. Giving orders is not a substitute for development.

Organisational objectives include survival and growth along with profit. Current profit alone is not a sufficient indicator.

Planning organising and control together form the management process. Different functions depend on one another.

Art requires personal skill and creative application. Merely reading a list weakens the art feature.

Due to human behaviour results of management principles may vary. Therefore it is not a pure science but more like a social science.