Principles & Practice of management
Q1. What is decentralization?
Q2. Factors affecting span of control.
Q3. What are the subordinate among barrier?
Q4. Describe characteristics of an organization.
Q5. State principles of committee organization.
Q6. Disadvantages of an informal organization.
Q7. Describe any five essentials of good plan.
Q8. Fayol ‘s principles of management.
Principles and Practice of Management
Q1. Write short notes on Managerial skills.
Q2. What is Mission?
Q3. What is decentralization?
Q4. Explain principle of objective. Done
Q5. Disadvantages of written communication.
Q6. What are the subordinate among barrier?
Q7. Characteristics of the organizational chart.
Q8. Describe characteristics of an organization.
Principles and Practice of Management
Q1) “Management is the art of getting things done”. Explain and bring out the nature and feature of management?
Q2) Define leadership and state the qualities of a successful leader?
Q3) What is span of control? Identify the factors determining span of control?
Q4) Enumerate and explain the important principles of an Organization?
Q5) Write short notes (any two)
a) Maslow’s theory of motivation
b) Advantages of delegation
c) Line Organization
d) Selection Process
Q6) Explain the following concept (any two)
1) Planning
2) Decision –Making Organization
3) Organization
4) Staffing
Q7) Define Performance Appraisal. Discuss two modern and two traditional methods of Performance appraisal?
Q8) What is Organizational Change? Discuss the causes for resistance to change?
Principles and Practice of Management
Q1. Brief on Operational Planning.
Q2. Describe in brief the different methods of imparting training
Q3. Explain modern organizational theory (An appraisal)
Q4. Describe types of internal co-ordination.
Q5. Write any two HR related controlling technique.
Q6. Give the meaning of social need.
Q7. What are the scopes or areas of control?
Q8. What are the aspects of the system approach focused attention ?
SUBJECT: PRINCIPLE & PRACTICE OF MANAGEMENT
CASE STUDY : 1 International Case : Carrefour — Which Way to Go?
Wal-Mart’s biggest global competitor is the big French retailer Carretour, a firm that has hypermarkets, big stores offering a variety of goods. It has made large investments around the globe in Latin America and China. But not all is well as competitors taking market share its home market, for instance. There has been even speculation of a takeover by Wal-Mart or Tesco, an English chain. Mr. Barnard has been ousted after heading the company for 12 years; he was replaced by Jose Luis Durant who is of German- Spanish descent. Although the global expansion is cited by some as success, it may be even a big mistake. It withdrew from Japan and sold 29 hypermarkets in Mexico. Carrefour also had problems competing with Tesco in Slovakia and the Czech Republic. In Germany, the company faced tough competition from Aldi and Lidle, two successful discounters. On the other hand, it bought stores in Poland, Italy, Turkey, and opened new stores in China, South Korea, and Columbia. Carrefour has become more careful in selecting markets. But. the company is eager to enter the Indian market, but found out in late 2006 that Wal-Mart will do so as well.
In France, where Carrefour is well established, the company made the big mistake in its pricing policy. It probably started with the 1999 merger with Promodes, the French discount chain. Carrefour confused the French clientele by losing its low-cost image; whether the image can be changed remains to be seen. Mr. Durant, the new CEO since 2005, embarked on the new strategy by offering 15 percent new products in its hypermarkets and 10 percent in its supermarkets. Moreover, he wants to employ more staff, extend the operating hours in certain hypermarkets, cutting prices, trying small stores, and pushing down decision making. Mr. Durant aims to stay only in countries where Carrefour is among the top retailers.
Questions:
- How should Mr. Durant assess the opportunities in various countries around the world?
- Should Carrefour adopt Wal-Mart’s strategy of “low prices everyday”? What would be the advantage or disadvantage of such a strategy?
- How could Carrefour differentiate itself from Wal-Mart?
- Identify cultures in selected countries that need to be considered in order to be successful?
CASE STUDY : 2
International Case : Reengineering the Business Process at Procter & Gamble
Procter & Gamble (P&G), a multinational corporation known for products such as diapers, shampoo, soap, and toothpaste, was committed to improving value to the customer. Its products were sold through various channels, such as grocery retailers, wholesalers, mass merchandisers, and club stores. The flow of goods in the retail grocery channel was from the factory’s warehouse to the distributors’ warehouses before going to the grocery stores where customers selected the merchandise from the shelves.
The improvement-driven company was not satisfied with its performance and developed a variety of programs to improve its service and the efficiency of its operation. One such program was electronic data interchange, which provided daily information from the retail stores to P&G. The installation of the system resulted in better service, reduced inventory levels, and labor-cost savings. Another approach, the continuous replenishment program, provided additional benefits for P&G as well as for its retailer customers. Eventually, the entire ordering system was redesigned, with the result of dramatic performance improvements. The reengineering efforts also required restructuring of the organization. P&G had been known for its brand management for more than 50 years. But in the late 1980s and early 1990s, the brand management approach pioneered by the company in the 1930s required rethinking and restructuring. In a drive to improve efficiency and coordination, several brands were combined with authority and responsibility given to category managers. Such a manager would determine overall pricing and product policies. Moreover, the category managers had the authority to withdraw weak brands, thus avoiding conflict between similar brands. They were also held responsible for the profit of the product category they were managing. The switch to category management required not only new skills but also a new attitude.
Questions:
- The reengineering efforts of P&G focused on the business process system. Do you think other processes, such as the human system, or other managerial policies need to be considered in a process redesign?
- What do you think was the reaction of the brand managers, who may have worked under the old system for many years, when the category management structure was installed?
- As a consultant, would you have recommended a top-down or a bottom-up approach, or both, to process redesign and organizational change?
- What are the advantages and disadvantages of each approach
CASE STUDY : 3
International Case : The Restructuring of Daimler-Benz
In a 1996 address to stockholders and friends of Daimler-Benz, CEO Jurgen Schrempp reviewed the position of the diversified company. He started by saying “1995 was a dramatic year in the history of Daimler-Benz.” It was also a year that the board of management made a major break with the past.
Daimler-Benz, with more than 300,000 employees worldwide, consisted of four major groups: The first, by far the biggest and most successful group, was Mercedes-Benz with about 200,000 employees. It is best known for its passenger cars and commercial vehicles. The second was the AEG Daimler-Benz industries in the business of rail systems, microelectronics, heavy diesel engines, energy systems technology, and automation. The third was the Aerospace Group in the business of aircraft (the company has a more than one -third interest in the Airbus consortium), space systems, defense and civil systems, and propulsion systems. Finally, there was the Inter Services Group consisting of systemshaus, financial services, insurance brokerage, trading, marketing services, mobile communications services, and real estate management.
Daimler-Benz went through various development phases. From 1985 to 1990, it diversified into aerospace and electrical engineering. The aim was to become an integrated high-tech group. This diversification was further consolidated in the next phase that extended from 1990 to 1995. Under the leadership of Schrempp, the core business was redefined and the strategy refocused.
A 1995-96 portfolio review showed the need for refocusing on what the company could do best. Top management reevaluated its strategies and its core businesses based on economic criteria and the strategic fit of the various activities. It became clear that the company’s strengths were in car manufacturing, the truck business, and the railroad sector. Mercedes Benz, for example, had a strong competitive position with its cars and trucks in Europe, North America, and Latin America. Vans were also relatively strong in Europe, and buses had a good competitive position in Latin America. Based on this analysis, the strategies for potential growth were through globalization and the development of new product segments.
In 1996, top management reassessed the company’s position and its 1995 unsatisfactory results from its operations. It was discovered that the company was exposed to currency fluctuations that affected profitability. The company’s image was also blurred because of the ventures into many different kinds of industries. The management board decided to cut its losses and chart a new direction for the company, with greater emphasis on profitability. The organization structure was tightened and certain businesses were divested. In fact, policy decision from an earlier period were reversed. The unprofitable AEG Group and the Dutch aircraft manufacturer Fokker did not receive financial support. Since both the Dutch government and Daimler-Benz withdrew support, Fokker filed for bankruptcy. Although these and other drastic decisions helped reduce the 1995 financial losses, the company’s goal was not to emphasize maximizing short-term profitability but to work toward medium- and long-term profitability.
A number of other managerial decisions were made to achieve the ambitious goals of reducing costs and improving profitability. Employees close to the operations were empowered to make decisions necessary to carry out their tasks. The organization structure was simplified and decentralized so that organizational units could respond faster to environmental changes. Moreover, the new organization structure was designed to promote an entrepreneurial spirit. Control was exercised through a goal-driven, performance- based reward system. At the same time, the new structure was designed to promote cooperation. In 1997, the board of management restructured and integrated the Mercedes-Benz Group into Daimler-Benz. Consequently, Mercedes-Benz’s chief, Helmut Werner, who had been given credit for a successful model policy, resigned from the company.
Questions:
- What is your assessment of Daimler-Benz’s operations in many different fields?
- Should the various groups operate autonomously? What kinds of activities should be centralized?
- Daimler-Benz is best known for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the first place and why did it venture into the Aerospace and Inter Services businesses?
- Given the apparent mistakes in acquiring non-automotive businesses, what should Jurgen Schrempp do now?
CASE STUDY : 4
International Case : Global Car Industry
How the Lexus Was Born-and Continued Its Success in the United States, but will Lexus Succeed in Japan?
One of the best examples of global competition is in the car industry. As the Japanese gained market share in America, U.S. car makers required the Japanese to self-impose quotas on cars exported to the United States. This encouraged Japanese firms not only to establish their plants in the United States but also to build bigger and more luxurious cars to compete against the higher-priced U.S. cars- and the expensive European cars such as the Mercedes and the BMW.
One such Japanese car is the Lexus, by Toyota. This car is aimed at customers who would like to buy a Mercedes or BMW but cannot afford either. With a sticker price of $35,000, the Lexus is substantially less expensive than comparable European imports. In 1983, Toyota set out to develop the best car in the world-measured against the Mercedes and the BMW. The aim was to produce a quiet, comfortable, and safe car that could travel at 150 miles per hour and still avoid the gas guzzler tax imposed on cars getting less than 22.5 miles per gallon. This seemed to be an idea of conflicting goals: cars being fast seemed irreconcilable with cars being at the same time fuel-efficient. To meet these conflicting goals, each subsystem of the car had to be carefully scrutinized, improved whenever possible, and integrated with the total design. The first version of the 32-valve V-8 engine did not meet the fuel economy requirement. The engineers applied a problem-solving technique called “thoroughgoing countermeasures at the source.” This means an attempt to improve every component until the design objectives are achieved. Not only the engine but also the transmission and other parts underwent close scrutiny to make the car meet U.S. fuel requirements.
Toyota’s approach to achieving quality is different from that of German car manufacturers. The latter use relatively labor-intensive production processes. In contrast, Toyota’s advanced manufacturing technology aims at high quality through automation requiring only a fraction of the work force used by German car makers. Indeed, this strategy, if successful, may be the secret weapon to gain market share in the luxury car market.
Questions:
- Prepare a profile of the potential buyer of the Lexus.
- What should Mercedes and BMW do to counteract the Japanese threat in the United States and Europe?
- Why has the Lexus model been very successful in the U.S. but has not been marketed in Japan? (Suggestion: Review the frequency of repair records of luxury cars. Also talk to Lexus dealers or Lexus owners).
- Do you think Lexus will succeed in Japan? Why or why not?
Principles and Practice of Management
Case (20 Marks)
MANAGERIAL DEVELOPMENT THROUGH MBO
The banking sector is still reeling under the impact. The new American Bank has been in India for the past twenty years with branches in metropolitan of the recent economic crisis cities. The bank can boast of various innovations in the field of consumer banking. Their customer service and finance divisions has been the best of all foreign banks. But the business going through a bad phase from last two years. The vice president asked Mahesh Rao, to draw together a small group to examine and recommend improvement in the current structure and managerial practices within the bank. Though Mahesh was, as manager, training and development, at a lower level then GMs and directors, the VP trusted his abilities to handle the training and improvements. In the month’s time Mahesh reported back with a plan for management training base on job structures. The plan was based on key performance areas identified for various levels and consisted of in house and external programmes. All development programmes covered the key areas, which directly affect the performance and development of specific levels of manager. One hundred and twenty managers were earmarked to attend two three programmes depending upon the analysis done by Mahesh. Over the next four months, almost 80% of the managers attended programmes on managerial skill and on their specific area of work. By the end of these four months, most senior managers indicated that improvement in work place is visible. Most of the trainers themselves reacted positively to the training programme.
Answer the following question.
Q1. Agreement between boss and subordinates regarding their goals is vital for the success of Management by objectives. Comment.
Q2. What benefits can you expect from the training programme based upon MBO.
Case Study
THE DILEMMA OF UNCERTAINITY
The ancient skills Training Company was started by Abu Ibrahim as a major house dealing in silken upholstery and carpets. He sold most of the products directly through the retail chains and also through his own boutiques in metro cities. Two years ago, he entered into a partnership with an old friend, running a direct marketing company to form Ancient skills Pvt Ltd, a small order business. His partner had good exposure to this line and they used one of his old factories at Delhi as head officecum warehouse. The business took off reasonably well but it was slower than what Ibrahim had expected. It also required considerable capital to set up the stocks, computer systems for enquires and follow ups, etc. Recently Ibrahim received an offer from his old agent, a buying house in Mumbai for large quantity of handwoven rugs. The transportation costs were very high and also their profit was dependent on how well the agent sold the rugs. The risk was that if the rugs didn’t sell in high volume, the margin would be very low and also disposing off these unsold rugs would be difficult. They would need to either sell these through their own store in Mumbai or include these in mail order category. Both will require large advertising expenses, thus reducing the profit margin. Still the offer was big enough to give a second thought with 50% chances making a good deal.
Answer the following question.
Q1. Should Ibrahim accept the offer? Give reason for your choice of answer.
Q2. If the rugs failed to succeed in this sale deal, what options should Ibrahim exercise for selling the unsold rugs?
Case (20 Marks)
Safety of aero planes has been a major issue with airlines. The human life in itself is priceless and any accident evens a minor one is a setback to the accountability and reputation of the airline. Apart from this loss, accidents destroy assets worth in crores of rupees including aircrafts, crew and pilots. The magnitude of an air accident is large and thus all the airlines have to constantly maintain and improve upon safety standards. One critical factor in these accidents is human error. The fact about accidents is that majority of them occur at taking off or landing or within ten minutes of any start or end of journey. These operations are done by pilots and administered by the ground control authorities, thus the human factor becomes important. Considering this, International Airways, a private airline, has recently taken up the issues at major level. The top management has decided to compare and study the best available monitoring systems and adopt the one which is most suitable for their process. The top management decided that one of the actions taken in this direction will be to provide the best training to their pilots and crew. It decided to approach one of the best and most advanced airlines. Eska which is a multinational leader in equipment and quality to train their employees. The deal was finalized and a team of twelve senior trainers and pilots came to International Airways. After initial introductions, twenty pilots and twelve senior crew managers were to start their training under these foreign trainers. The top management also took keen interest in their system developed in house and training schedules. Generally the people at International Airways have been very positive about this training. The Group Chief training Anil has served many national and international airlines and is considered an icon in the industry. He had cultural differences in the company and its counterpart, Eska. He also felt that the cultural difference is even more apparent in the area of development and training. The trainers have a task oriented style and very upright about it. During training, the trainers used the class room teaching and flight simulators to achieve maximum benefits. The group of trainees for around ten days was fully captivated by the teaching style and the techniques displayed. The concept advocated strongly by the trainers were the ones they never encouraged for in their company. The trainers on the other hand emphasized that the ultimate aim to the pilot and the crew is to avoid a crisis.
Answer the following question.
Q1. What is the case all about? Give brief.
Q2. Compare the cultural aspects of the International Airways with those of their trainers.
Case (20 Marks)
PROMOTIONAL ISSUES
Mary Roberts had been with the company three years when she was promoted to manager of the tax department which was part of the controller’s division. Roberts started with the company when she graduated from college as an accounting major. She entered the organization as a management trainee, and during the oneyear program she demonstrated considerable leadership ability as an informal leader her peers. Mary also impressed many senior managers in the company with her sense of responsibility and her willingness to work hard. All of her training assignments were completed on time with considerable skill for an inexperienced person. Since she was very interested in tax accounting, Roberts was assigned to the tax department to be developed further as staff accountant. Within four months she became a supervisor of ten staff as a staff accountants to fill a vacancy created by an unexpected early retirement. Her superior believed her to be the most qualified individual to fill the position even though others in the department had more experience in tax accounting. None, however, demonstrated leadership ability or the commitment to work that Mary possessed. The tax department manager was promoted to fill a vacancy in the financial planning department eight months later, and he recommended to the controller that Mary Roberts be promoted to fill the position he was leaving. He mentioned that her work was excellent and that she was a very effective supervisor. The tax department had 45 employees including 3 supervisors, 10 clerical employees, and 3 typists. Several people in the department were senior personnel with 10 to 30 years of experience in tax work. Some of these were more technically knowledgeable in taxation than Mary. There was some resentment in this group that so young a person was made a department head, and three of these people were particularly upset because they desired the promotion and felt they deserved it. What made them even more upset was the fact that the tax manager did not discuss the promotion with them.
Answer the following question.
Q1. What can Mary Roberts do about the resentful senior employees?
Q2. Will her lack of technical knowledge hinder Mary’s managerial effectiveness?
Q3. Should Mary’s superior have discussed the promotion with the senior employees before announcing it?
Q4. Can higher management do anything to help Roberts make the transitions to greater responsibility?
Case Study – 1
Nowadays, fast food joints spread is a growing business in Indian metro cities. Numerous small and big joints are mushrooming all over one such leading company is Freshest Foods Pvt Ltd. owned by the partners, Mr Das. Both being veterans in the hotel industry, realize that quality of food and ambience are their major VSPs and they promote their ‘feel good feeling’ with pride. However, managing fast food joints spread five cities, about 75 outlets and 2,000 employees requires efficient control system. Understanding this, they’ve adopted a unique computerized approach to management and operation controls. Their system consists of a network linking all outlets with their corporate office. To illustrate, lets have a look at their outlet at cannought Place in New Delhi its manager Mr SumitLal begins his day with a planner system which is feed with basic details such as day and date. The computer records by telling their day’s salestarget, hourtohour sales target. It’s a projection based on last year’s performance. It also shows the scale and comparison at any other time of the day. All their cash registers are attached to the central system and at the end of the day, give complete breakup of the day’s sale. Their systems also maintain personnel records and schedules of shifts for the next one week. The system also has software used for selection of employees, their performances and their overtime, etc. Another important area is of inventory, where the systems give daily status and generate order based on projections. Its also used for maintaining inter store communications with the main office. The central office receives only information on each store, performance and sale. Both the partners have complete access to all aspects of all their stores and finalize their planning’s based on the feedback. They are able to monitor, control and improve upon plans and personnel. Both of them have feel that their managers have more time to increase productivity because their systems have reduced paper work and communication gaps. They are now planning to open another 10 branches in upcoming cities within one year.
Answer the following question.
Q1. Describe the advantages of the centralized control system of the company. Do you see any shortcoming in this approach?
Q2. What type of control is exhibited by the company – precontrol, concurrent or post control?
Case Study – 2
Woven around the movie Coach Carter, this case study can be used very effectively either in Change Management module or Leaders as Change Agents module. Coach (Ken) Carter, playedby Samuel L. Jackson, takes up the job of coaching the undisciplined and poorly performing basketball team of Richmond High School (RHS). Driven by his vision of changing the lives of the basketball players of Richmond High School through the game of basketball, he implements extreme strategies such as making the players sign contracts and locking up the gym when the players failed to uphold the terms of the contract. However, he faces intense resistance to change from all quarters – the players, the school principal, teachers, parents and the general populace of the neighborhood of Richmond. Although the lockout ended against the wishes of Carter and the team also lost a significant basketball match, Carter was still a winner as he was able to effect change. On the other hand, while Carter was successful in achieving his vision, his strategies in effecting change were quite extreme and debatable. How was Carter able to bring about change? Could there have been a better way of effecting change? It further debates whether the use of such extreme measures brings about fruitful change in the corporate world? What strategies and tactics of Carter can be applied in the business context of change management?
Answer the following question.
Q1. Analyze the appropriateness and selection of Ken Carter as the new coach for Richmond High School’s poorly performing basketball team.
Q2. Discuss and debate on the vision, strategy and tactics of Ken Carter as a coach and mentor and articulate the desirable qualities of an effective change agent.
Case Study – 3
The purpose of this case study is to explain a specific type of intervention that is both an interpersonal intervention, and also a technostructural intervention. A fictitious situation of a conflict between three senior executives (called Role Incumbents) in a work group is presented. Through an iterative process, each of these three incumbents lists the tasks to be performed as a part of one’s role. This is followed by an understanding of one’s tasks in relation to the others in terms of extent of interaction. Finally, each of these role incumbents proposes a set of behaviors expected of the other two role incumbents, leading to successful working relation. Dave Franklin (Dave), VicePresident Operations, Agile Motors, knew there was trouble brewing as soon as he stepped into the banquet hall. Instead of a glittering array of crockery, vintage wine, and smartly dressed waiters, all he could see was chaos, and two of his senior most executives Jane Anniston (Jane, Manager-Corporate Events)¸and Tim Malkovich (Tim, ManagerSales) engaged in an animated argument. The hors d’oeuvres (appetizers) were there on the tables but had not been arranged…
Answer the following question.
Q1. Discuss the reasons of conflict between the three role incumbents.
Q2. Explain the role negotiation techniques to resolve interpersonal conflicts.
Q3. Can role negotiation technique be applied to large work group? Give brief.
Q4. Debate the threats or positive incentives which you think will yield the best results in a role negotiation technique.
Case Study – 4
Medical Secretaries at Spire Sussex Hospital are delighted with the reporting capabilities of Health code’s e practice manager system. Spire Sussex is one of 38 hospitals within the Spire Healthcare group, one of the country’s leading private hospital groups. Located near Hastings, the hospital offers a range of services, including cosmetic surgery, orthopedics, psychiatry and gynecology, treating thousands of insured and selffunded patients each year. Of more than 70 consultants who practice at Spire Sussex, half entrust their billing and credit control to the hospital’s medical secretaries, a department which has expanded by 60% since it was established in 1997. Catherine Good sell, PA to the Hospital Director, reports that her team process between 80 and 100 invoices each week and manage the hospital accounts for each consultant using Health code’s e Practice manager. Spire Sussex Hospital pays a monthly subscription for the online system and then charges the consultants concerned. Catherine recalls the decision to use Health code: “We looked at other practice management systems but only Health code was able to offer the functionality we needed at the right price. This was an important consideration because we wanted consultants who were going to use the system to be confident they were getting the best value for money.” She is now in no doubt that Spire Sussex Hospital made the right choice: “It is so much quicker to send bills to insurer’s electronically using e Practice manager rather than through the post and we can be confident that the validated invoice has been received and can be processed straight away. When bulk payments are received from insurers, we can reallocate the money to each patient’s account swiftly and accurately. “But for us the system’s greatest asset is its excellent reporting capabilities, particularly debt analysis which makes it quicker and easier to keep track of overdue payments. We were also delighted that Health code’s technicians were able to create a bespoke transaction report for us which shows only the specific information we need for each patient and the amount outstanding. It has made life so much easier.” E Practice manager’s detailed reports enables Spire Sussex’s medical secretaries to send out timely account statements and regular reminder letters. This means queries from insured patients about shortfalls, or from insurers about the treatment provided to a patient can be flagged and resolved quickly. Catherine adds that her team finds the system’s secure messaging feature particularly useful to keep in touch with private medical insurers without compromising patient confidentiality. Overall, Catherine believes that ePractice manager has been a great investment. She concludes: “I’m delighted to say that we have never looked back. The system is really intuitive which has made it quick and easy to learn and yet it provides all the functionality we need. Most importantly, our consultants tell us it is working well for them too.”
Answer the following question.
Q1. Explain the role of ePractice Manager in Sussex Hospital.
Q2. Is this system helpful for such health organizations? Explain.
Principles and Practice of Management
CASE STUDY
The president of Simplex Mills sat at his desk in the hushed atmosphere, so typical of business offices, after the close of working hours. He was thinking about Rehman, the manager in-charge of purchasing, and his ability to work with George, the production manager, and Vipulabh, the marketing and sales manager in the firm. When the purchasing department was established two years ago, both George and Vipulabh agreed with the need to centralize this function and place a specialist in charge. George was of the view that this would free his supervisors from detailed ordering activities. Vipulabh opined that the flow of materials into the firm was important enough to warrant a specialized management assignment. Yet since the purchasing department began operating it has been precisely these two managers who have had a number of confrontations with the new purchase manager, and occasionally with one another, in regard to the way the purchasing function in being carried out. From George’s point of view, instead of simplifying his job as production manager by taking care of purchasing for him, the purchasing department has developed a formal set of procedures that has resulted in as much time commitment on his part as he had previously spent in placing his orders directly with vendors. Further, he is specially irritated by the fact that his need for particular items or particular specification is constantly being questioned by the purchasing department. When the department was established, George assumed that the purchasing manager was there to fill his needs, not to question them. As Vipulabh sees it, the purchasing function is an integral part of marketing function, and the two therefore need to be jointly managed as a unified process. Purchasing function cannot be separated from a firm’s overall marketing strategy. However, Rehman has attempted to carry out the purchasing function without regard for this obvious relationship between his responsibilities and those of Vipulabh, thus making a unified marketing strategy impossible. In his previous position, Rehman had worked in the purchasing department of a firm considerably larger than Simplex. Before being hired, he was interviewed by all the top managers, including George and Vipulabh, but it was the president himself who negotiated the details of the job offer. As Rehman sees it, he was hired as a professional to do a professional job. Both George and Vipulabh have been distracting him from this goal by presuming that he is somehow subordinate to them, which he believes is not the case. The people in the production department, who use the purchasing function most, have complained about the detail that he requires on their requisitions. But he has documented proof that materials are now being purchased much more economically than they were under the former decentralised system. He finds Vipulabh’s interests more difficult to understand, since he sees no particular relationship between his responsibilities for efficient procurement, and Vipulabh’s responsibilities to market the firm’s products. The president has been aware of the continuing conflict among three managers for some time, but on the theory that a little rivalry is healthy and stimulating, he has felt that it was nothing to be unduly concerned about. But now that much of his time is being taken up by much of what he considers to be petty bickering, the time has come to take some positive action.
Answer the following question.
Q1. Is George’s view of the situation realistic? Explain.
Q2. How do you evaluate Vipulabh’s position? Elaborate.
Q3. How might this conflict be associated with factors in the formal organization?
Q4. What should the president of Simplex Mills do now? Explain.
CASE STUDY
Coal mines in China have become virtual death traps for the workers as mine owners allegedly pay scant attention to workplace safety. According to analysts, the disaster at a coal mine owned by Rui Zhiyuan Company in 2007 was yet another example of what was wrong with the Chinese coal mines. It raised some serious ethical issues and led critics to insist that the Chinese coal mine owners were putting profits ahead of the safety of its employees. On December 5, 2007, an explosion occurred at the coal mine owned by Rui Zhiyuan Company (RZC) in China. It was yet another deadly coal mining explosion in China reported that year. The earlier explosions had occurred at Yujialing Coal Mine killing 26 workers in March 2007 and Pudeng Coal Mine where 28 mine workers had died in May 2007.
Answer the following question.
Q1. Analyze the underlying reasons for the disaster at the coal mines in China in general and at Rui Zhiyuan Company in particular? Do you think that the companies running the coal mines in China are putting profits before the safety of its employees?
Q2. According to you what concrete steps should be taken by the company/companies to address this issue? What should be the role of the government?
CASE STUDY
Mr Sudhanshu, Sales Head of Max Corp has inducted young sales men with MBAs, It has paid off well as sales of all regions are steadily increasing. The new Sales guys are happy as they are getting good commission. However a few old sales staff who have been working with the Company for 25 years are not keeping pace and lagging behind. Their age is around 55 years. They have been loyal with company. It is creating a rift amongst the sales team as new vs old. Mr Sudhanshu is in a dilemma how to resolve this. He is well aware of the contributions done by his old loyal sales men. He would like to motivate them but don’t know how these people on the verge of retirement will respond.
Answer the following question.
Q1. As an expert manager, design a motivation plan for sales staff.
Q2. Should Mr Sudhanshu offer a VRS to the old salesmen ? What retirement benefits you will suggest?
CASE STUDY
The Regional Administrative office of a company was hastily set up. Victor a young executive was directly recruited to take charge of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadres of the administrative office were a mix of directly recruited officers and promote officers. Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on the job training because when results were not up to the expectations blame was brought on the Data Processing Cell. Victor realized that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and a system and procedures were blindly and randomly. Following First seminar Dcuhna conducted a one week training course for the clerical cadre, especially for juniors, freshly recruited clerks. The grand finale followed swiftly Dcuhna happened to ge annoyed with a female clerk. During the absence of her officer, who was on sick leave and ahd not been substituted by another officer, she bean submitting nil returns. Dcuhna took pains to explain her that certain topics a nil feedback was not tenable. The lady reported that it was none of his business to tell her this. He should talk to her officer when the officer reports back from leave. Dcuhna fired her and reported the situation to CRM. The other ladies were up in the arms against Dcuhna. The lady also complained to higher management that Dcuhna had no business to scold her, He countered that has been a male clerk in her place he would have scolded him too, when females enjoyed equal rights with males he was not impartial. Dcuhna was transferred to another place rather than another department which was humiliating to him. A shocked and disillusioned Dcuhna quit the enterprise.
Answer the following question.
Q1. Diagnose the problem and enumerate the reasons for the failure of Dcuhna ?
Q2. What could Dcuhna have done to avoid the situation in which he found himself ?
Principles and Practice of Management
Case Study
You are the head of a large department and several supervisors report to you. Recently you were confronted with a knotty problem. It seems that one of the supervisors had gotten into a loud and disagreeable argument with an employee. You called the supervisor to your office to hear his story. The supervisor admitted losing his temper and shouting at the employee, but he believed it was justified. He had been observing the employee over the year the man had been with the company. During this period the employee had been frequently late, and his absentee rate was above average. In addition, the supervisor went on to say that the employee was a socializer on the job, frequently leaving his work to talk to other employees and to use the telephone for personal calls. The supervisor then said that the proverbial last straw caused his outburst. The employee had come in late, and after about an hour of work he made a telephone call which the supervisor had timed as lasting 14 minutes. The supervisor then started his tirade. The employee denied being on the telephone that long, the supervisor called him a liar, and they continued the vituperative exchange which ended when you called the supervisor to your office. After listening to the supervisor, you asked him if he had disciplined the employee before, since apparently he had a poor record. You also asked if the employee had been placed on probation or had been warned. The supervisor looked at you sheepishly and seemed reluctant to answer. You pressed him, for an answer, and he finally blurted out that he was afraid to discipline the employee because he was black. He stated that the impression he had from you and higher management was that black employees should be given special treatment so that they would feel welcome and not discriminated against. He felt the company wanted to impress the public with its forward looking employment practices and didn’t want any trouble with the black community. As a result, he was lax in discipline and had kept a handsoff approach with all black employees until his outburst. He said he couldn’t stand it anymore, and the 14mintue telephone call caused him to lose his temper.
Answer the following question.
Q1. Why would a supervisor find it difficult to communicate with a black employee?
Q2. Could the company have done anything to offset the misunderstanding the supervisor apparently had about the treatment of black employees?
Q3. To what extent did the supervisor’s lack of communication encourage the employee to think his behavior was satisfactory? Explain.
Q4. What would you now tell the supervisor?
Case Study
On July 28, 2009, a man walked up to the counter of a branch of KeyBank in Seattle, pushed a black bag across the counter, and ordered the teller to hand over money. Jim Nicholson (Nicholson), the 30 year old bank teller who had worked for the bank for more than two years, stood up to the man and demanded to see the weapon. On July 30, 2009, an employee of KeyBank found himself fired from his job two days after he had prevented an attempted robbery at the bank by confronting the wouldberobber and overpowering him.
Answer the following question.
Q1. Jim Nicholson was able to prevent the robbery and save the people in the bank from potential harm. Do you think the end justified the means in this case did Nicholson do the right thing in confronting the would be bank robber?
Q2. Did KeyBank do the right thing in firing Jim Nicholson? Would a warning or suspension have been better disciplinary action?
Case Study
Mr.Ranjan Kumar is the Managing Director of a soaps manufacturing company. To increase sales, the Board of Directors wanted to start a full fledged marketing department. Mr.Kumar is entrusted with the task of finding a suitable, candidate to head the proposed marketing department. After considering a number of candidates he has narrowed down his choice to two persons: Vishwanth Dutt and Rajnarain. Mr.Vishwanath Dutt has an excellent track record in the company. During his fruitful association with the company, to be precise ten years, he has always shown a high degree of enthusiasm and initiative in his work. He is still young (35 years) dynamic and aggressive. He is result oriented and is more interested in ends rather than means. One of the workers, testifying his leadership qualities, remarked thus;” Though he is harsh at times, you will know it” Mr.Dutt is willing to shoulder additional responsibilities. He decides things quickly and when action is required, he is ‘always on his toes’ Contd…… 3During his 15 years tenure in the company, Mr.Rajnarain has endeared himself to all his colleagues by his superior workmanship and pleasing manners. He always believes in the principle of employees participation in the decision making process. Unlike Mr.Dutt, he encourages his subordinates to come out with innovative ideas and useful suggestions. Before arriving at a decision he always makes it a point to consult his subordinates. Not surprisingly, all his subordinates are very pleased to work under him and praise his leadership qualities. They readily admit that the participative climate has encouraged them to use their talents fully in the service of the organization. Company records also bear evidence for the increase in the production soon after Rajnarain become the head of his department
Answer the following question.
Q1. Analyze the leadership qualities and styles of Mr. Dutt and Mr.Rajnarain.
Q2. Between the two people, whom would you recommend for the position of a marketing manager? And why?
Case Study
The Gurjjar agitation in the Western part of India (particularly in the Indian state of Rajasthan) had claimed many lives since 2007. The Gurjjar community was demanding Scheduled Tribe status for the community but the issue became a matter of debate as scholars held divergent views about the origins of the Gurjjars. The issue also took a political hue and posed a serious challenge for policy maker in India.
Answer the following question.
Q1. Should the issue of inclusion of the Gurjjar community in the Scheduled Tribes category be corrected by political means? What will be the major consequences for Indian politics and society if the Gurjjars are enlisted in the Scheduled Tribes Category?
Q2. Is there a need to redefine the criteria for considering any community for inclusion in the Scheduled Tribes category? Discuss.
Principles and Practice of Management
Q1. Define leadership and state the qualities of a successful leader.
Q2. Explain unity of direction.
Q3. Brief on Operational Planning.
Q4. What is decentralization?
Q5. List out importance of communications.
Q6. Explain disadvantages of functional organization.
Q7. What is planning? & explain its element.
Q8. What is management? & its three distinct aspects.
Principles and Practice of Management
Q1. Describe organizational excellence.
Q2. What is decentralization?
Q3. How many types of critical standard in management control?
Q4. Principles of personnel motivation.
Q5. What are the factors determining the extent of decentralization?
Q6. Give suggestions for making committee organization more effective.
Q7. Fayol ‘s principles of management
Q8. What are the aspects of the system approach focused attention ?
Principles and Practice of Management
Q1. Describe types of internal coordination.
Q2. Distinguish between delegation & decentralization.
Q3. Explain advantages of formal definition of objectives.
Q4. Give suggestions for making committee organization more effective.
Q5. Explain main tools of operational research in decision making.
Q6. Brief on Operational Planning.
Q7. Discuss various forecasting techniques normally adopted.
Q8. What is motivation? What are the different methods that can be used to motivate employees?
Subject : Principles and Practice of Management
Q1. Describe types of internal coordination.
Q2. List out any five characteristics of a good communication.
Q3. Distinguish between delegation & decentralization.
Q4. Which variables must be considered in establishing the span of control?
Q5. What are the factors determining the extent of decentralization?
Q6. What are the techniques of coordination?
Q7. Discuss various forecasting techniques normally adopted.
Q8. Name the factors deterring departmentation. Also mention the bases of departmentation and give examples.
Principles and Practice of Management
Q1. Describe types of internal coordination.
Q2. Explain similarities between the line organization & line and staff organization.
Q3. What is management? & its three distinct aspects.
Q4. Explain principle of objective.
Q5. What are the factors determining the extent of decentralization?
Q6. Explain Hertzberg theory of motivation.
Q7. What is the importance of group dynamics?
Q8. Give the meaning of social need.
Principles and Practice of Management
Q1. Discuss various forecasting techniques normally adopted.
Q2. Mention the scientific principles of management and also specify the features of scientific management.
Q3. Difference between (i) authority & responsibility (ii) authority & power.
Q4. Explain advantages of autocratic leadership.
Q5. Disadvantages of written communication.
Q6. Characteristics of the organizational chart.
Q7. Distinguish between delegation & decentralization.
Q8. What are the determinants of organizational culture?
Principles and Practice of Management
Q1. Discuss various forecasting techniques normally adopted.
Q2. Mention the scientific principles of management and also specify the features of scientific management
Q3. Briefly describe the 7-S framework. How it can be used to evaluate criteria for organizational success?
Q4. Principles of personnel motivation.
Q5. Explain advantages of autocratic leadership.
Q6. Disadvantages of written communication.
Q7. List out any five characteristics of a good communication.
Q8. What are the determinants of organizational culture?
Principles and Practice of Management
Q1. Discuss various forecasting techniques normally adopted.
Q2. Briefly describe the 7-S framework. How it can be used to evaluate criteria for organizational success?
Q3. Discuss steps of planning.
Q4. Disadvantages of written communication.
Q5. List out any five characteristics of a good communication.
Q6. Characteristics of the organizational chart.
Q7. Distinguish between delegation & decentralization.
Q8. What are the determinants of organizational culture?
Principles and Practice of Management
Q1. Explain advantages of formal definition of objectives.
Q2. What are the special features of the line organization?
Q3. Explain principle of objective.
Q4. What is job analysis? Evaluate its significance in staffing function.
Q5. Describe different types of decisions.
Q6. Explain main tools of operational research in decision making.
Q7. Why leadership is different from manager ship?
Q8. Write short note on Managerial skills & Levels of management
Principles and Practice of Management
Q1. Explain advantages of formal definition of objectives.
Q2. Explain disadvantages of functional organization.
Q3. Explain process of delegation.
Q4. What are the basic human needs according to Maslow?
Q5. What is job analysis? Evaluate its significance in staffing function.
Q6. Describe different types of decisions.
Q7. Explain unity of direction.
Q8. Name the factors deterring departmentation. Also mention the bases of departmentation and give examples.Name the factors deterring departmentation. Also mention the bases of departmentation and give examples.
PPM
- Explain disadvantages of functional organization.
- Describe characteristics of an organization.
- Factors affecting span of control.
- Distinguish between delegation & decentralization.
- How many types of critical standard in management control?
- What are the advantages and disadvantages of democratic style?
- Write short note on Staffing as function of management& Managerial skills
8. What is planning? & explain its element.
Principles and Practice of Management
Q1. Give the meaning of social need.
Q2. What is job analysis? Evaluate its significance in staffing function.
Q3. Describe different types of decisions.
Q4. List out importance of communications.
Q5. Explain advantages of autocratic leadership.
Q6. Describe characteristics of an organization.
Q7. What are the special features of the line organization?
Q8. Explain advantages of formal definition of objectives.
Principles and Practice of Management
Q1. Give the meaning of social need.
Q2) Define leadership and state the qualities of a successful leader?
Q3. What is the importance of group dynamics?
Q4. What are the determinants of the organizational culture ?
Q5) What is span of control? Identify the factors determining span of control?
Q6. Discuss objectives of co-ordination ?
Q7. Describe characteristics of an organization.
Q8. Describe characteristics of delegation & Explain process of delegation ?
Principles and Practice of Management
Q1. How many types of critical standard in management control?
Q2. Discuss principles, types & techniques of direction.
Q3. List out importance of communications.
Q4. Give suggestions for making committee organization more effective.
Q5. Explain advantages of formal definition of objectives.
Q6. Which variables must be considered in establishing the span of control?
Q7. What are the subordinate among barrier?
Q8. Describe types of internal co-ordination.
Principles and Practice of Management
Q1. Management is what management does. Explain.
Q2. Write a detailed note on seven out of FAYOL’s 14 principles of Management.
Q3. Mention the scientific principles of management and also specify the features of scientific management.
Q4. Explain factors influencing group cohesiveness.
Q5. Explain trait theory of leadership.
Q6. Explain Hertzberg theory of motivation.
Q7. Which variables must be considered in establishing the span of control?
Q8. Describe any five essentials of good plan.
Principles and Practice of Management
Q1. Management is what management does. Explain.
Q2. Define Administration.
Q3. Define Staffing.
Q4. What is Power Motive?
Q5. Explain factors influencing group cohesiveness.
Q6. List out elements of direction.
Q7. Difference between organization climate & culture.
Q8. Explain similarities between the line organization & line and staff organization.
Principles and Practice of Management
Q1. Name the factors deterring departmentation. Also mention the bases of departmentation and give examples.Name the factors deterring departmentation. Also mention the bases of departmentation and give examples.
Q2. Give the meaning of social need.
Q3. What are the steps in planning? And explain.
Q4. Brief on Operational Planning.
Q5. What is the importance of group dynamics?
Q6. Why leadership is different from manager ship?
Q7. What are the advantages and disadvantages of democratic style?
Q8. What are the basic human needs according to Maslow?
Principles and Practice of Management
- a) What are the steps involved in planning?
b) How you make planning effective? - What is the difference between a policy and a procedure?
- Explain the advantages and limitations of planning.
- Explain the strategic planning in the Indian industry. Which are the planning skills required for better business.
- a) Define a decision making?
b) Explain common difficulties in decision-making. - a) Decision-making is a key part of a manager’s activities. – Elaborate.
b) What are the steps involved in rational decision-making. - a) Explain the individual and group decision-making.
b) Describe advantages and disadvantages of group decisions. - a) Draw models of decision-making? b) Explain any two.
Principles and Practice of Management
Q1. What is decentralization?
Q2. Describe in brief the different methods of imparting training
Q3. Describe different types of decisions.
Q4. Describe organizational barriers in communication.
Q5. Explain principle of objective.
Q6. Define management & explain its features.
Q7. Explain advantages of autocratic leadership.
Q8. What is management? & its three distinct aspects.
Principles and Practice of Management
Q1. What is motivation? What are the different methods that can be used to motivate employees?
Q2. What are the steps in planning? And explain.
Q3. Discuss various forecasting techniques normally adopted.
Q4. What are the advantages and disadvantages of democratic style?
Q5. What are the techniques of co-ordination?
Q6. What are the basic human needs according to Maslow?
Q7. What are the special features of the line organization?
Q8. Explain advantages of formal definition of objectives.
Principles and Practice of Management
Q1. What is span of control? Identify the factors determining span of control.
Q2. Write short note on Managerial skills & Levels of management
Q3. Briefly describe the 7-S framework. How it can be used to evaluate criteria for organizational success?
Q4. How many types of critical standard in management control?
Q5. Discuss principles, types & techniques of direction.
Q6. What are the factors determining the extent of decentralization?
Q7. Explain disadvantages of functional organization.
Q8. Fayol ‘s principles of management
Principles and Practice of Management
Q1. What is the importance of group dynamics?
Q2. Explain main tools of operational research in decision making.
Q3. Describe different types of decisions.
Q4. Explain principle of objective.
Q5. Factors affecting span of control.
Q6. State principles of committee organization.
Q7. Explain similarities between the line organization & line and staff organization.
Q8. Explain advantages of formal definition of objectives.
Principles and Practice of Management
Q1. Which variables must be considered in establishing the span of control?
Q2. What are the factors determining the extent of decentralization?
Q3. List out importance of communications.
Q4. Discuss various forecasting techniques normally adopted.
Q5. Explain Characteristics of the organizational chart.
Q6. Describe organizational barriers in communication.
Q7. Why leadership is different from manager ship?
Q8. Describe organizational excellence.
Principles and Practice of Management
- Write a detailed note on seven out of FAYOL’s 14 principles of Management.
- Give the meaning of social need.
- What is job analysis? Evaluate its significance in staffing function.
- Explain Hertzberg theory of motivation.
- Explain modern organizational theory (An appraisal)
- Define management & explain its features.
- Explain similarities between the line organization & line and staff organization.
- Which variables must be considered in establishing the span of control?
Principles and Practice of Management
Q1. Write a detailed note on seven out of FAYOL’s 14 principles of Management.
Q2. Define Staffing.
Q3. Define Administration.
Q4. What is the meaning of leadership? & explain leadership qualities
Q5. Describe different types of decisions.
Q6. Factors affecting span of control.
Q7. Explain disadvantages of functional organization.
Q8. Explain advantages of formal definition of objectives.
Principles and Practice of Management
Q1. Write a detailed note on seven out of FAYOL’s 14 principles of Management.
Q2. What are the advantages and disadvantages of democratic style?
Q3. What is the importance of group dynamics?
Q4. Discuss principles, types & techniques of direction.
Q5. What are the techniques of coordination?
Q6. Give suggestions for making committee organization more effective.
Q7. Define management & explain its features.
Q8. Explain advantages of formal definition of objectives.
Principles and Practice of Management
Q1. Write any two HR related controlling technique.
Q2. Mention the scientific principles of management and also specify the features of scientific management.
Q3. What is Mission?
Q4. Explain factors influencing group cohesiveness.
Q5. Explain main tools of operational research in decision making.
Q6. List out elements of direction.
Q7. Describe on the part of the subordinate difficulty in weakness of delegation.
Q8. State ten principles of an organization
Principles and Practice of Management
Q1. Write short note on Managerial skills & Levels of management
Q2. What is span of control? Identify the factors determining span of control
Q3. What are the scopes or areas of control?
Q4. Explain advantages of autocratic leadership.
Q5. What is motivation? What are the different methods that can be used to motivate employees?
Q6. Explain trait theory of leadership.
Q7. What are the factors determining the extent of decentralization?
Q8. What are the subordinate among barrier?
Principles and Practice of Management
Q1. Write short note on Managerial skills & Levels of management
Q2. Write a short note on Principle of scalar Chain & Staffing as function of management
Q3. Define Staffing.
Q4. Explain unity of direction.
Q5. Explain main tools of operational research in decision making.
Q6. List out importance of communications. (10 marks)
Q7. Explain disadvantages of functional organization. (10 marks)
Q8. Explain advantages of formal definition of objectives.
Principles and Practice of Management
Q1. Write short note on Managerial skills & Levels of management
Q2. What is decentralization?
Q3. Explain trait theory of leadership.
Q4. Explain principle of objective.
Q5. Factors affecting span of control.
Q6. Explain modern organizational theory (An appraisal)
Q7. Describe characteristics of delegation.
Q8. Explain advantages of formal definition of objectives.
Essential of Management
CASE STUDY
A large dry cleaning operation had a central production facility that was fed by 7 regional drop off Pickup locations. The busy seasons (i.e., spring and fall) resulted in considerable customer dissatisfaction and loss of business as product turnaround went from 4 and 5 days to 8 and 9 days. This project involved the use of Job Analysis techniques to improve individual productivity, eliminate bottlenecks in the flow of material, assign to specific people, and increase throughput. We worked in small groups with employees and managers to brainstorm problems and methods for meeting customer expectations as we needed employees to fully buying to the implementation. Along with cross training, quality checks at each station rather than at the final station, and proper maintenance techniques that eliminated breakdowns on machines, we were able to implement a production program that guaranteed a 5day turnaround time throughout the year or the cleaning was free. Most items were returned to the feeder stores in 3 days and the company was considering an additional advertising program for selected times of the year as a result of this new competitive advantage. We also created a series of flash reports for alerting managers to problems in the workflow.
Answer the following question.
Q1. Give an overview of the case.
Q2. Discuss how the flow of materials/ throughput was improved
CASE STUDY
The modern Corporation Limited produces and distributes packaged food products, such as cereals, spices, puddings, jellies, crackers, salad dressings, etc. The company sells nationwide and conducts a very large national advertising campaign. It has 75 plants located throughout the country and markets 65 different products, each under its own trademark. These are all food products, but are not otherwise closely related. They vary from long margin specialities with comparatively small volume to larger volume items with similar profit margins. Different raw materials and commodities are used in their processing. All products, however, have the common factor of being sold throughout retail grocery stores. Gross sales are Rs. 2,500 lakhs and total assets are Rs. 1,250 lakhs. Management is centralized. The chairman of the board, the President, and four Vice Presidents with responsibility for sales, production, purchasing, and law, make up the executive top of the company and operate as a committee on all general policy matters. Sales, advertising, and sales promotion are all under the jurisdiction of the sales Vice President. All plant operations, as well as research and engineering, report to the production Vice President. Purchasing is the responsibility of its Vice President, Who also governs traffic. Public relations, law and corporate functions are under the general counsel. Financial responsibilities are handled by the president, and employee relations are covered by each Vice President in his own area of responsibility. Each plant is operated by a superintendent whose authority is over wages, maintenance cost, output, quality, hiring, inspection and the other normal plant operation responsibilities. Superintendents report to 8 regional production managers who are responsible to the production Vice President. The volume of production in each plant is scheduled by the production control group reporting to the operating Vice President. Final Schedules are set after consulting the sales Vice president. Opportunities for increasing the line of products and expanding the business are being lost because of lack of executive’s time to study them to manage new products. In any business where specialties sold under trademark brands are the major business of a company, it is necessary for that company to continually bring out new products and to study old ones to determine, the point of no return with regard to promotion and advertising expenses. The Modern Corporation management feels that, in addition to lost opportunities for sound expansion, profit opportunities in present products are not being fully recognized. The business may have grown too big for the form of management.
Answer the following question.
Q1. How have changed conditions in this company affected the appropriateness of its organization structures?
Q2. What changes do you recommend to be made in the company organization structure?
CASE STUDY
Two of the leading manufacturers of high end mobile phones, Motorola, Inc. (Motorola) and Research in Motion Ltd. (RIM), had entered into an agreement in February 2008, whereby the two companies had agreed not to poach each other’s employees. In September 2008, Motorola sued RIM and claimed for damages accusing the latter of poaching 40 of its employees in Florida. In December, RIM countersued Motorola accusing the company of illegally preventing it from hiring employees who had been fired from Motorola though the original agreement between the two ompanies had expired in August 2008. While experts are still divided on whether talent poaching is ethical, there has been a steep increase in employee poaching lawsuits across all sectors as employers are concerned with protecting their trade secrets . In December 2008, Research in Motion Ltd. (RIM) sued Motorola Inc. (Motorola) for, what it called illegally preventing it from hiring employees that Motorola had laid off. According to RIM, the two companies had entered into an agreement in February 2008 on not hiring each other’s employees or the newly eparated exemployees. When Motorola announced layoffs in large numbers, RIM, attempted to hire and gain some engineers at a lower cost. RIM considered that the agreement had expired in August 2008 and prayed to the Chicago court for damages. RIM contended that despite the agreement having expired, Motorola had unlawfully extended the contract and prevented RIM from offering jobs to the fired Motorola employees.
Answer the following question.
Q1. Give an overview of the case.
Q2. Discuss talent poaching and give reasons why talent poaching is illegal
CASE STUDY
Bharat Engineering Works Limited is major industrial machineries besides other engineering products. It has enjoyed Market preference for its machineries because of limited competition in the field. Usually there have been more orders than what the company could supply. However, the scenario changed quickly because of the entry of two new competitors in the field with foreign technological collaboration. For the first time, the company faced problem in marketing its products with usual profit margin. Sensing the likely problem, the chief executive appointed Mr Arvind Kumar as general manager to direct the operations of industrial machinery division. Mr Kumar had similar assignment abroad before coming back to India. Mr Kumar had a discussion with the chief executive about the nature of the problem being faced by the company so that he could fix up his priority. The chief executive advised him to consult various heads of department to have firsthand information. However, he emphasized that the company lacked an integrated planning system while members of the Board of Directors insisted on introducing this in several meetings both formally and informally. After joining as General Manager, Mr Kumar got briefings from the heads of all departments. He asked all heads to identify major problems and issues concerning them. The marketing manager indicated that in order to achieve higher sales, he needed more sales support. Sales people had no central organization to provide sales support nor was there a generous budget for demonstration teams which could be sent to customers to win business. The production manager complained about the old machines and equipment’s used in manufacturing. Therefore, cost of production was high but without corresponding quality. While competitors had better equipment’s and machinery, Bharat Engineering had neither replaced its age old plant nor reconditioned it. Therefore to reduce the cost, it was essential to automate production lines by installing new equipment. Director of research and development did not have specific problem and therefore, did not indicate for any change. However, a principal scientist in R&D indicated on one day that the director of R&D, though very nice in his approach, did not emphasize on short term research projects, which could easily increase production efficiency by at least 20 per cent within a very short period without any major capital outlay.
Answer the following question.
Q1. Discuss the nature and characteristics of the problems in this case.
Q2. What steps should be taken by Mr Kumar to overcome these problems? Explain.
Essential of Management
CASE STUDY
Ajay Sharma is manager SU4, i.e. Sub Unit 4 and is direct uncharged of around forty five workers and ten supervisory staff. The company is ISO9002 certificate holder and the policy clearly spells out objectives for all levels of employees. For the next two years. Each unit has its own production target and any deviation from these targets is reflected in weekly reports prepared by head of units. Ajay however is worried about his unit. Since he joined this new position to weeks ago, he has observed the functioning of the workers and made notes on how they work. Out of 10 supervisors, only 2 of them have been recruited directly. But all the workers show no difference of attitudes for direct supervisors. Ajay realized that his sub unit has defaulted on five occasions to meet the target in the last 3 months. He emphasized the need to tackle this issue urgently. During his observations, Ajay noticed that a certain supervisor, Chander Pal is most vocal and is seen discussing all issues with everybody in free time and is doing his a work very efficiently. Ajay in a formal discussion with all his 10 supervisors raised the issue of failing to meet the weekly targets. He proposed to form 3 work groups within the sub unit, who will be responsible for meeting weekly production targets and also for maintaining performance ratings for individual workers. He suggested that Chander Pal should be the leader of these groups. He also made it clear that there was no provision for performance related compensation or incentives. But based on the performance monitoring, we will select a ‘Performer of SU4’ on weekly basis. Ajay entrusted the following 3 major responsibilities to the groups. (a) Create awareness on production target and quality. (b) Check the production achieved as against the targets on daily basis. (c) Monitor individual performance.
Answer the following question.
Q1. Discuss Ajay’s approach to the situation
Q2. Why Ajay has chosen Chander Pal as leader of group? Discuss the role of a group leader.
Q3. Whether the groups formed will show immediate results or not. Explain.
Q4. Debate the likely differences in departmental promoted and directly recruited supervisors.
CASE STUDY
There were six major banks in the city. All of them were affected in various degrees by a cost squeeze prevalent in the banking industry. Two of the banks laid off several hundred employees. Ajax Trust released 250 people, including 60 officers. Benson Bank released 600 employees, including 90 officers. Rumors permeated the industry and many employees were worried about their jobs. The Cortland Trust, the fourth largest bank in the city, announced the release of 700 employees, 200 of whom were officers. Now the rumors became really heavy. The Hawthorne Trust Company, second largest in the city, had no intention of releasing any employees. Even in the deep depression of the 1930s, no employee had ever been released because of poor business. The senior management of Hawthorne simply planned to let a nohiring rule and normal attrition handle the problem. They were a conservative group and felt that any announcement of their decision might appear to be flamboyant in the banking community, so no mention was made to the press or to the employees of the bank. It was felt the employees would understand the bank’s tradition of no releases due to business conditions, which wasn’t a stated policy but had a long history. Over the next several weeks, many supervisors reported poor morale, jittery employees, and a drop in productivity. All of this was traced to retrenchments in competitor banks and the ever present worry that Hawthorne would be next.
Answer the following question.
Q1. Comment on senior management’s decision not to announce their decision to either employees or the press.
Q2. . Should they have told employees? Explain.
Q3. Was too much emphasis placed on traditional behavior? Justify.
Q4. . If you were employed as a supervisor at Hawthorne Trust, what would you do to cope with the problem?
CASE STUDY
Cliff Morton, a recent college graduate, was hired by the Capital Casualty Company as a trainee in the safety engineering department. After completing a six month training program, his function would be to conduct inspections of prospective policyholders’ places of business to determine whether or not safety practices and equipment were in use and to make appropriate recommendations to the Capital underwriters about the extent of the risk involved. Morton progressed through the program effectively and was now in the last stage. He was being introduced to the territory he would take over by an experienced safety engineer who was being transferred to a larger territory. Each engineer worked out of his home, appearing at the office only on Mondays for a departmental discussion meeting. The requests for inspections were mailed to the experienced engineer’s home, and rush inspections were telephoned to him. Each engineer planned his own daily itinerary of inspections, completing the reports at home and mailing them in to the office each day. Cliff Morton found that by carefully planning his daily route in the territory, he could easily make 16 to 18 inspections and complete the reports in a normal work day. During his first week alone in the territory, he averaged 16 inspections a days. The following Monday, at the departmental discussion meeting the engineer who had introduced him to the territory called him aside and admonished him for turning in so many inspections each. “You’ll ruin it for us; we only turn in 8 or 10 each day. If you want to do 16 or 18 a day, go ahead, but only turn in 8 and then take a day off. No one will know”. Cliff didn’t know what to say or do. He was ambitious, but he also knew he had to get along with his fellow employees.
Answer the following question.
Q1. How should Cliff Morton handle this situation?
Q2. . Is peer pressure to slow down something that management can control? Explain.
Q3. . How can such a situation arise?
Q4. Can a new employee be effective if he resists group pressure? Justify your answer.
CASE STUDY
A manufacturing company was importing raw material for production. The company was incurring huge losses due to delay in import clearance of raw material. Custom had introduced a new system of clearance through EDI. Mr. Rajan, who was an old employee of the company, was the in charge of clearance team. He was very diligent, honest and an asset to the company. But somehow, he was reluctant to switch over to electronics clearance system of customs. He firmly believed in custom clearances of stores through hard copies of Bill of entry. He was due for promotion. But his later performance was denying him the promotion. Company wanted to help him.
Answer the following question.
Q1. What may be the reason for adopting the same old procedure by Mr. Rajan? Discuss.
Q2. As a HR Manager, how will you help Rajan so he does not loose promotion? Explain.
Essential of Management
CASE STUDY
Delta Finance Company wanted to increase productivity in its typing pool operation. There were 300 typists of varying skills and speeds in the operation. Rather than establish individual performance standards, which management felt would be difficult to administer, the Head of the typing pool decided on group standards. Ten groups of 30 typists each were created, and each was given a production quota. Work measurement analysts fully realized that some typists in each group were more rapid and accurate than others. They also were aware that some typists, while slow, were very accurate and that others who were rapid made more errors. They also had to contend with the relatively frequent influx of new typists who would slow group production, since the job had high labour turnover. The ten groups were created with as equitable a mixture of talents as possible, and the incentive system was designed so that when a group reached its quota all members shared the bonus equally. Merit pay increases were continued to allow for and reward individual performance differences. After the system had been in use for six months, the company found that the rapid, accurate typists resented sharing the bonus equally with slower employees. They felt that they were carrying the group and deserved greater rewards. This was the case even though the rapid, accurate typists received higher pay on a merit basis.
Answer the following question.
Q1. Can the company make this type of bonus system work? Justify your reply.
Q2. . How can the resentment of the more efficient typists be overcome?
Q3. . How can team spirit be developed?
Q4. . Should the company abandon the system and use only merit increase? Explain.
CASE STUDY
Mr Singh, president of the Universal Food Products Company, was tired of being the only one in his company actually responsible for profits. While he had good vice presidents in charge of finance, sales, advertising, manufacturing, purchasing, and product research, he realized he could not hold any of them responsible for company profits, as much as he would like to. He often find it difficult even to hold them responsible for the contribution in their various areas to company profits. The sales Vice president, for example, had rather reasonably complained that he could not be fully responsible for sales when the advertising was ineffective, when the products customers stores wanted were not readily available from manufacturing, or when he did not have the new products he needed to meet competition. Likewise, the manufacturing vicepresident had some justification when he made the point that he could not hold costs down and still be able to produce short runs so as to fill orders on short notice, finance controls would not allow the company to carry large inventory of everything. Singh had considered breaking his company down into six or seven segments by setting up product divisions with a manager over each with profit responsibility. But he found that this would not be feasible or economical since many of the company’s branded food products were produced on the same factory equipment and used the same raw materials, and a sales person calling on a store or supermarket could far more economically handle a number of related products more than one or a few. Consequently, Singh came to the conclusion that the best thing for him to do was to set up six product managers reporting to product marketing manager. Each product manager would be given responsibility for one or a few products and would oversee, for each product, all aspects of product research, manufacturing, advertising, and sales thereby becoming the person responsible for the performance and the profits of the products. Singh realized that he could not give these product managers actual line authority over the various operating departments of the company since that would cause each vicepresident and his or her department to report to six product managers and the product marketing manager, as well the president. He was concerned with this problem, but he knew that some of the most successful larger companies in the world had used the product manager system. Moreover, one of his friends in a university faculty had told him that he must except some lack of clearness and some confusion in any organization and that this result might not be bad since it forced people to work together as teams. Singh resolved to put in the product manager system as outlined above the hoped for the best. But he wondered how he could avoid the problem of confusion in reporting relationships.
Answer the following question.
Q1. Do you agree with Singh’s program? Justify your reply.
Q2. Would you have done it diffidently? Explain in detail.
CASE STUDY
The new dean of the graduate business school at Gibson University was anxious to build student morale, which he had found to be rather low due to the autocratic regime of his predecessor. After a lengthy meeting with the governing board of the student organization, he agreed to their request to allow a studentdeveloped and administered faculty evaluation program to be instituted. The students wanted to publish the results, so that they could be used in promotion and tenure decisions and also demonstrate to the faculty where they stood in student opinion of their classroom performance. One of the students’ central arguments was that many faculty members were poor classroom teachers, though they might be good at research and writing. Another was the student opinion that several faculty members were remote and difficult to see after class. The dean believed the idea a good one, and one which would help establish his popularity with the student government. He didn’t believe the faculty would mind the evaluation, and the results could be used by department chairpersons as a part of the faculty development process, Because the dean thought highly of the idea, he didn’t bother to discuss it with any of the department chairpersons or other faculty members. It was announced in the student newspaper the following week, and the forms were distributed in classes during that week. One of the school’s best known full professors, who had a world wide reputation for incisive writing and provocative research, received a poor rating because of a foreign accent which was sometimes difficult to understand and his impatience with what he considered stupid questions. Many senior faculty members received inadequate ratings. The highest ratings seemed to go to young, no tenured faculty who were close to the students in age, grooming, and behavior. The uproar among the majority of the faculty was deafening, and the dean was confronted by a committee of department heads who told him the rating system had to go or he would lose significant numbers of his most qualified faculty members and department heads.
Answer the following question.
Q1. Did the dean introduce the program effectively? Explain.
Q2. What should the dean do about this ultimatum?
Q3. Discuss the pros and cons of studentrun faculty evaluations.
Q4. What implications are there in these programs for the business world?
CASE STUDY
“Managing by objectives is nothing new in our police department here,” said commissioner AswiniKartak of the metropolitan police. “We have always established objectives toward which everyone in our department strives. Our job is varied and diverse but encompasses the maintenance of law and order, firmly but fairly; in addition, we have to protect human lives and property,: and also to be the conscience and spirit of the general welfare of the millions of people who inhabit our city and call it home. Every man is aware of these objectives in our department and he knows he will have to strive towards it. Now, I am fully aware of that, being a service operation, we cannot measure by the yardsticks of profits, costs, sales, or product output, as is done in manufacturing concerns. However, I reiterate very strongly that this does not mean we are not managing by objectives. Ask anyone in my department!” Commissioner Kartak was speaking to a management consult who had come over to discuss ways and means of improving the efficiency of police force by introducing management by objectives in his department.
Answer the following question.
Q1. Do you think commissioner Kartak is engaging in managing by objectives? What, if anything, is missing?
Q2. What you suggest the commissioner to do?
Essential of Management
Q1. Describe types of departmentation with examples.
Q2. Difference between organization climate & culture.
Q3. Characteristics of the organizational chart.
Q4. What are the factors determining the extent of decentralization?
Q5. What is job analysis? Evaluate its significance in staffing function.
Q6. Explain factors influencing group cohesiveness.
Q7. What is the meaning of leadership? & explain leadership qualities
Q8. What is motivation? What are the different methods that can be used to motivate employees?
Essential of Management
Q1. Name the factors deterring departmentation. Also mention the bases of departmentation and give examples.
Q2. What is decentralization?
Q3. What is the importance of group dynamics?
Q4. Discuss steps of planning.
Q5. Explain modern organizational theory (An appraisal)
Q6. Explain similarities between the line organization & line and staff organization.
Q7. What are the special features of the line organization?
Q8. What are the aspects of the system approach focused attention?
Essential of Management
Q1. What is span of control? Identify the factors determining span of control.
Q2. Write a detailed note on seven out of FAYOL’s 14 principles of Management.
Q3. Explain the various techniques used in selection process.
Q4. What are the various types of functional budgets?
Q5. What is the importance of group dynamics?
Q6. What are the techniques of co-ordination?
Q7. Discuss steps of planning.
Q8. Disadvantages of an informal organization.