The organization must have a supreme authority and a clear line of authority should run from that person (or group) down through the hierarchy
The organization must have a supreme authority and a clear line of authority should run from that person (or group) down through the hierarchy
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Principles and Practices of Management
Part one:
Multiple choice:
I. Management as a Science defines…..Tick the correct one.(1)
a)
Perfection through practice
b) Practical
Knowledge
c)
Creativity
d) Test of Validity
& Predictability
II. Indirect Reward involves: (1)
a. Wages
b. Provident Fund
c. Praise& Rewards
d. Incentives
III. This is the part of the management process which
actuates the organization members to work efficiently and effectively for the
attainment of organizational objectives. Which management function describes
this? (1)
a) Planning
b) Organizing
c) Staffing
d) Directing
e) Controlling
IV. It is the function of manning the organization structure and
keeping it manned. The main purpose is to put right man on right job i.e.
square pegs in square holes and round pegs in round holes. (1)
a. Manpower
Planning
b.
Recruitment
c.
Performance Appraisal
d. Staffing
e. Training &
Development
V. This type of Organization flows “Flat
Hierarchy”. (1)
a. Traditional
b. Modern
c. None of them
d.
All of them
VI. It is deciding in advance – what to do,
when to do & how to do. It bridges the gap from where we are & where we
want to be.(1)
a.
Staffing
b. Organizing c
c. Planning
d. Directing
e. None of them
VII.
Decentralization may lead to the problem of co-ordination at the level of an
enterprise as the decision-making authority is not concentrated. (1)
a. True
b. False
VIII.
“Understanding” is the essence of communication. This only happens when there
is an intention of not understanding and not being understood by those involved
in a communication situation. (1)
a. True
b. False
IX.
Here delegation is not entrusted the work neither he is given the
responsibility and authority formally. It does not create any obligation.(1)
a. Formal Delegation
b. Informal Delegation
c. None of them
d. All of them
X.
The organization must have a supreme authority and a clear line of authority
should run from that person (or group) down through the hierarchy, e.g., from
the Chairman—the Managing Director—Plant Manager— Production Manager—
Foreman-rank and file of employees. (1)
a. Principle of Delegation
b. Principle of Balance
c. Scalar Principle
d. Principle of change
Part B:
1. Define Administration. In which respect
it is different from Management? (5)
2. What do you understand by the term
“Level of Management”? Briefly describe the different levels of Management. (5)
3. Factors involved in Decentralization of
Authority. (5)
Caselet1
Rajiv
Gupta, 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 advertising, sales, finance, purchasing,
production, and product research, he realized that he could not hold any of
them responsible for company profits, as much as he would like to. He often
found it difficult even to hold them responsible for the contribution from
their respective areas to company profits. The sales vice-president, for
instance, had rather reasonably complained that he could not be fully
responsible for sales when the advertising was ineffective, or in a situation
when the products customers wanted were not readily available from
manufacturing department, or when he did not have the new products he needed to
meet market competition. Likewise, the manufacturing vice president had some
justification when he made the point that he could not hold down costs and
still be able to produce short runs so as to fill orders on short notice;
moreover, financial controls would not allow the company to carry a large
inventory of everything. Mr. Rajiv had considered breaking his company down into
six or seven segments by setting up product divisions with a manger 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
using the same equipment and used the same raw materials, and a salesperson
calling on a store or supermarket could far more economically handle a number
of related products ....than one or a few. Consequently, Mr. Rajiv came to the
conclusion that the best thing for him to do was to set up six product managers
reporting to a 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
the person becoming responsible for the performance and profits of the products
under his/her portfolio. Mr. Rajiv realized that he could not give these
product managers actual line of authority over the various operating
departments of the company since that will cause each vice president and his or
her department to report to six product managers and the product marketing
manager, as well as 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. Mr. Rajiv resolved to put in the product manager
system as outlined and hoped for the best. But he wondered how he could avoid
the problem of confusion in reporting relationship
Questions
1. Do you agree with Mr. Rajiv's program? If it
were you, would you have done it differently? Explain. (10)
2. Exactly what is your suggestion that may help to
avoid any confusion in this organizational structure? (10)
Caselet2
As Ms. Mansi began to devote
all of her time to managing The Arbor, she was dismayed by finding the
anomalies what she believed to be a fairly haphazard management system. While
the developer of the retail complex was clearly an astute entrepreneur, she
began to feel that he had not paid enough attention to detail in the course of
day-to-day operating procedures.
She and Mr. Das had learnt
a lot about management from their experience with SLS. Mr. Das for example, had
found that the most effective way of running the business involved buying only
from reputable suppliers, keeping all plants well fertilized and pruned while
they were in inventory, and checking with customers after landscape jobs had
been completed to ensure that they were satisfied.
When she bought The Arbor,
Ms. Mansi talked with a friend who managed a store at the regional shopping
mall in town. Her friend explained how the mall development company had
elaborate rules and procedures for its tenants. These rules and procedures
dictated store hours, appearance standards, lease terms, promotional and
advertising policies, and just about everything imaginable.
The Arbor, however, was a
different story. There were no written policies for tenants. As a result, there
was considerable variation in how they were managed. Some stores opened on
Sunday or in the evening, for example, while others did not; some tenants had
long-term leases while others had no current lease at all.
To
address these and other issues, Ms. Mansi called a meeting of all the tenants
and expressed her concerns. To her surprise, she found that they already were
aware of each of her issues, as well as some others that she had not yet had
time to consider. They argued, however, that the current system was really the
best for The Arbor. As a small operation, each tenant knew all the others, and
they worked together to keep things in good order. They thought it was fine
that they kept different hours — few customers came to The Arbor just to walk
around and shop. Customers usually came to visit specific stores and were aware
of the store's hours. The tenants even expressed their opinion about the lease
situation as a fine condition. Some wanted the security afforded by a lease,
while others preferred the flexibility of no lease.
Questions
1. What are the different control examples
illustrated in this situation? (10)
2. What kind of control
systems might be the most useful for retailers? (10)
Section C: Applied Theory (30 marks)
1. Define Management & its functions? (15)
2. Explain the various concepts of Management. (15)
 |
| The organization must have a supreme authority and a clear line of authority should run from that person (or group) down through the hierarchy |
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
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