Sunday, February 24, 2019

Mba 1st Sem, Principle and Practice of Management

IIBM Institute of business circumspection Semester 1 Principle and Practice of management Answer Sheet region A Part One 1. A plan is a freeze laid to capture the FUTURE. 2. STAFFING is the function of employing suitable person for the enterprise. 3. DEPARTMENTATION means stem of activities & employees into department. 4. ACCEPTANCE THEORY states that confidence is the power that is original by spurter(a)s. 5. DECENTRALIZATION means dispersal of decision- do power to the lower aim of the organization. 6.MASTER CHART is the basic document of the organizational structure. 7. Communication which flow from the splendid to subordinates with the stand by of scalar fibril is known as DOWNWARD conversation . 8. Needs for belongingness, friendship, love, affection, attention & social acceptance ar fond NEEDS. 9. A management function which ensure jobs to be filled with the redress people, with the right knowledge, skills & attitude is STAFFING DEFINED. 10. COUNSELIN G is a cover that enables a person to sort off issues and r individually to a decision bear upon their life. Part Two 1). The difference between management & memorial tablet argon that-Administration is the function in industry concerned with the determination of the incorporated polity, the co-ordination of finance, production and distri saveion whereas Management is the function concerned with the execution of policy within the limits setup by administration. Thus, administration is formulation of policies and is a determinant function maculation management is execution of policies and is an executive function. Administration involves the boilers suit setting of major objectives determination ofpolicies, identifying of general purposes laying down all-embracing programmes etc. hile management is the active direction of human efforts with a assimilate to getting this done. 2). The common drawbacks of the classical and the neo classical theories of management are list ed below- i) Both the theories had certain unrealistic assumptions and hence were non relevant to the plaque at a later date. ii) Both the theories had limited application, the formats and structures of organisations are non universal in both the theories. There is no finicky structure which may serve the purpose of all the organisations.They also put down few of the environmental constraints which coach-and-fours sack upnot ignore and this lapse accomplishs the practicability of the opening limited. iii) lack of Unified Approach The theories lack the unified approach of an organisation. 3). Line institution is the middle-agedest form of an organisation. This is known by dissimilar means, i. e. , military, vertical, scalar and departmental. All separate types of organisation structure have mostly been modifications of the extr do organisation. The concept of the line organisation holds that in any(prenominal) organisation derived from a scalar performance, on tha t master intelligence must be a single head who commands it.Although an executive can delegate self-confidence, he has ultimate responsibility for results. According to some generator Line structure consists of the direct vertical relationship which connect the positions and tasks of each level with those above and below it, and some others ordinate organisationally, the line is the chain of command that extends from the board of directors through the various delegations and re-delegations of authority and responsibility to the point where the primary activities of the enterprise are performed. 4).Acceptance theory is a theory which states that authority is the power that is accepted by others. Formal authority is reduced to titulary authority if it is not accepted by the subordinates. The subordinates accept the authority if the advantages to be derived by its acceptance exceed the disadvantages resulting from its refusal. The subordinates give obedience to the mangers beca pr actice session they visualise the quest advantages- i) Receipt of financial incentives. ii) Contri neverthelession in attaining the objectives of the enterprise. iii) Fulfilment of responsibilities. v) Appreciation from colleagues. v) backcloth of an example for others. vi) Responsibility to leadership of superior. vii) Moral obligation because of regard for old age, experience, competence, etc. According to acceptance theory, authority flows from bottom to top. A manager has authority if he gets obedience from the subordinates. Subordinates obey the managers because of the fear of losing financial rewards. This theory emphasises sanctions that a manager can use and overlooks the influence of social institutions wish well trade unions. Section B- Case let 1Q1) Critically decompose Mr. Vincents causal agencying. Ans Mr. Vincent was a good and successful manager but he followed the traditional type of management skills, and that is why he was not unsuccessful. But when he was t aught of many other ways of managements he started to commemorate that he should precisely know it for the test because he was confident sen convictionnt that whatever he knows is becoming as he was successful, but he was wrong because with other skills applications he could have not whole been successful but could also grow his organisation and take it to the top of his competitors.He could film an increase in the profit of his organisation and save the wastes as some(prenominal) as possible. Being an manager he should have always been innovative in his ideas of management but he was going the other way, eventide though his professor was teaching him new thought he was lodge in thinking that he will stick to his old way of planning, organising and lordly approach to manage his store. Q2) If you were the professor and you knew what was going through Vincents mind, what would you say to Vincent?Ans If I was the professor and knew what was going through Vincents mind then I would have explained him the concept again but this age the other way giving him his own example and then make him feel the lacking part of his successful management career qualification him feel that his thought were also correct put old enough and needed to be updated according to the needs of the environment today.I would have told him that with modernisation he should become innovative too and that not only planning, organising and coercive are steps of successful management but it could also be thought of as quantitative models, system theory and analysis, and even something called possibility relationship, so that he could implement many other theories and method actings in his process of managing his job, so that he should not only be successful but Also that his organisation should grow and give good competition to the other organisations around him and so that he could make good and proper use of his available resources.Case Let 2 Q1). Diagnose the line and enumerat e the reason for the failure of DCuhna? Ans DCuhna was a good master key executive but being good and equal sometimes energy go against ones self only.The problem with DCuhna was that he was going to quickly in his work and not giving others time to catch up, everyone knew that he was selected because of his experience, minimize and abilities but he should also go through that he was the part of an organisation which was new and not even fully trained for the work so how could they work at his speed and expectations, the problem with DCuhna was that he being an old executive should know that in an organisation there human beings and that they are emotional in temper so he should not treat everyone i. . male and female staffs in the same manner, he had no right to scold someone on account of others pending work, because it was his duty to see that if someone is on loathsome leave he should replace that position temporarily, but DCuhna did not do so and went on to scold the fem ale staff. When he was regulate answered by the female staff for the first time then only he should have understood her emotional nature and talked to the higher authority for suggestions. Q2). What could DCuhna have done to avoid the situation in which he found himself?Ans If at the very beginning only DCuhna had looked into the matter as why the female clerk was submitting nil returns and aft(prenominal) knowing it if he would have filled the vacant officers place with a temporary staff then the matter would not have been raised higher, later when the lady clerk was cross respond him then instead of firing her and scolding her if DCuhna had gone and talk to the higher authorities regarding the matter then planned and taken any step to solve the problem and then taken any stringent action then also DCuhna could have found himself out of this botheration.Even after all this had happened if DCuhna had apologised to the lady staff and then explained her politely then also some fortuitys were there for him to get out of this trouble which he had created for himself, as ladies are very emotional in nature and like politeness. But after all what had been done and finally the only option for him to get out of all this was to quit as he did. Section C Q1) What is grooming? Explain the different method of training?Ans procreation is the act of increasing the knowledge and skills of an employee for doing a busy job, traditionally training had focused on technical and mechanical skills. Training has to focus also on interpersonal and social skills, on listening, on control over body language, on communication and presentation skills, etc. The different method of training is as follows- i) Case rule This method can be said to be midway between register by doing and learn by listening. In this method the trainees get a descriptive record in the form of a case. The participants, have chance to see themselves as one or another person in the case ii) Incident Process Unlike the case method the possibility is also a brief statement of an event or a situation. Additional data is event or a situation. Additional data is made available in response to specific questions from the participants. iii) Lecture Method This is a very popular method. The lecture is actively involved while the participants are largely passive. v) Business games In business games, the participants may form into groups of three or four, each groups would be given data well-nigh plant capacities, material costs, availability of materials, cost of carrying inventories, etc. and based on the fact provided to the participants they have to make decisions simulating situations which arise in business organisation form time to time. v) Role Playing In this method different participants are given details and fact of a character about its past and are told to act like it. Q2) Explain Decision make Process of an organization?Ans Decision-making Management process involves deci sion making at all levels. Decision-making describes the process by which a course of action is selected as the way to deal with a specific problem. If there is only one alternative, the question of decision making does not arise. The quality of alternatives which a manger selects determines the organizations performance, and the future of the organization. The decision making process of an organization are listed below- * Setting objectives Rational decision-making involves a cover goal of objectives.So the first step in decision-making is to know ones objectives. * Perception of the problem Perception involves defining and recognising the problem in a clear-cut manner. * Analysing the problem After defining the problem, the nigh step in decision-making is analysing it. The problem should be thoroughly analysed to find out adequate background information and data relating to the situation. * Developing alternative solutions After analysing a problem, with the help of relevant inf ormation, the decision-maker should formulate several alternative solutions for the problem. Screening the alternatives After evolution various alternatives, the next stepshould be to judge and evaluate them through some decision criteria. * Selecting the best solution After evaluation of various alternatives, the nextstep is the pickaxe of the best solution. * Implementing the decision After taking the final decision the next problem isto put decision into effect. * Feedback and Control The last step in the process of a right decision is to follow up the decision.

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