Ppm Amity Solved Assignment

ASSIGNMENT Program: Diploma in Business Management. Semester: 1 Permanent Enrolment A1923913008(el) No. Roll Number (SEN) EL2013-02-STC0015-3443 Student Name Vishal Kiran Dhoble. Subject Name Principles And Practices of Management INSTRUCTIONS a) Students are required to submit all three assignment sets. ASSIGNMEN DETAILS T Assignment Five Subjective Questions. A Assignment Three Subjective Questions+ B Case Study. Assignment Objective or one line C questions.

MARK S 10 10 10

b) Total weightage given to these assignments is 30%. OR 30 Marks c) All assignments are to be completed as typed in word/pdf. d) All questions are required to be attempted. √ ) Tick mark in front of the assignments submitted Assignment √ Assignment √ Assignment √ ‘A’ ‘B’ ‘C’

ASSIGNMENT-A Question 1 The principles of scientific management differ from the ordinary principles. Why? Give your comments.

ANSWER The Scientific Management arose because of the need to increase productivity and efficiency. The classical scientific management laid emphasis on trying to find the best way to get the most work done by examining how the work process was actually accomplished and by scrutinizing the skills of the workforce. The Scientific Management Theory is also known as the Classical Management Theory, developed during the Industrial Revolution when new problems related to the factory system began to appear. Managers were worried about increasing the efficiency and productivity, as the major impetus was on manufacturing. Thus, the classical management theory developed from efforts to find the ―one best way‖ to perform and manage tasks. Frederick Taylor is known as the ―father of scientific management. Taylor himself rose as a manager from the shop-floor at Bethlehem Steel plant. He believed that organizations should study tasks and develop precise procedures. For example, in 1898, Taylor calculated how much iron from rail cars Bethlehem Steel plant workers could be unloading if they were using the correct movements, tools, and steps. The result was an amazing 47.5 tons per day instead of the mere 12.5 tons each worker had been averaging. In addition, by redesigning the shovels the workers used, Taylor was able to increase the length of work time and therefore decrease the number of people shovelling from 500 to 140. He also developed an incentive system that paid workers more money for meeting the new standard. Productivity at Bethlehem Steel shot up overnight. Due to such amazing results, many theorists followed Taylor's philosophy when developing their own principles of management. His Scientific Methods were able to -

• Develop the science of work (“one best way”). • Emphasize an absolute adherence to work standards. • Scientifically select, place, and train workers. • Apply a financial incentive system. • Utilize specialized functional supervision.

• Develop and maintain friendly labour-management relations. Where as the Ordinary Principles were unable to increase the efficiency and productivity of goods. It lacked scrutinizing the skills of the workforce. The factories and industries were in loss which was a major reason for the depletion of the Ordinary or Old Principles which were based on reactive approach. These were also unable to apply a financial incentive system and utilize specialized functional supervision. They were also unable to maintain friendly labour-management relations.

Question 2 Discuss the new challenges and tasks of management. Explain the contributions of Taylor and Henri Fayol in modern management thoughts.

ANSWER The new challenges and tasks of Management were the need to increase productivity and efficiency and to get the most work done by examining how the work process was actually accomplished and by scrutinizing the skills of the workforce. Managers were worried about increasing the efficiency and productivity, as the major impetus was on manufacturing. These things laid a necessity for proper techniques which could be reliable and profitable to the firm. Contribution of Fredrick Taylor Frederick Taylor who is known as the ―father of scientific management rose himself and researched about the methods which could fight with the challenges of Management System. Thus, according to his research he was able to find certain outcomes which were beneficial to the firm by • Developing the science of work (“one best way”). • Emphasizing an absolute adherence to work standards. • Scientifically selection, placement, and training of workers. • Applying a financial incentive system. • Utilizing specialized functional supervision. • Developing and maintaining friendly labour-management relations.

Contribution of Henri Fayol Henri Fayol, developed 12 principles of management based on his day to day managerial experiences. These principles provide general guidelines on how a supervisor should organize her department and manage her staff. Although later research has created controversy over many of the following principles, they are still widely used in management theories. 1. Division of work: Division of work and specialization produces more and better work with the same effort. 2. Authority and responsibility: Authority is the right to give orders and the power to exact obedience. A manager has official authority because of her position, as well as personal authority based on individual personality, intelligence, and experience. Authority creates responsibility. 3. Discipline: Obedience and respect within an organization are absolutely essential. Good discipline requires managers to apply sanctions whenever violations become apparent. Unity of command: An employee should receive orders from only one superior. 4. Unity of direction: Organizational activities must have one central authority and one plan of action. 5. Subordination of individual interest to general interest: The interests of one employee or group of employees are subordinate to the interests and goals of the organization. 6. Remuneration of personnel: Salaries — the price of services rendered by employees — should be fair and provide satisfaction both to the employee and employer. 7. Centralization: The objective of centralization is the best utilization of personnel. The degree of centralization varies according to the dynamics of each organization. 8. Scalar chain: A chain of authority exists from the highest organizational authority to the lowest ranks.

9. Order: Organizational order for materials and personnel is essential. The right materials and the right employees are necessary for each organizational function and activity. 10. Equity: In organizations, equity is a combination of kindliness and justice. Both equity and equality of treatment should be considered when dealing with employees. Stability of tenure of personnel: To attain the maximum productivity of personnel, a stable work force is needed. 11. Initiative: Thinking out a plan and ensuring its success is an extremely strong motivator. Zeal, energy, and initiative are desired at all levels of the organizational ladder. 12. Esprit de corps: Teamwork is fundamentally important to an organization. Work teams and extensive face-to-face verbal communication encourages teamwork.

Question 3 Define leadership. Explain the features and importance of Mc Gregor’s theory X and Y?

ANSWER LEADERSHIP

It is defined as a characteristic of an individual which motivates and persuades the group to have identity of interests and outlook in group efforts. Theory X and Theory Y- Douglas McGregor FEATURES Douglas McGregor was heavily influenced by both the Hawthorne studies and Maslow. He believed that two basic kinds of managers exist. One type, the Theory X manager, has a negative view of employees and assumes that they are lazy, untrustworthy, and incapable of assuming responsibility.

On the other hand, the Theory Y manager assumes that employees are not only trustworthy and capable of assuming responsibility, but also have high levels of motivation. IMPORTANCE An important aspect of McGregor's idea was his belief that managers who hold either set of assumptions can create self-fulfilling prophecies — that through their behaviour, these managers create situations where subordinates act in ways that confirm the manager's original expectations. As a group, these theorists discovered that people worked for inner satisfaction and not materialistic rewards, shifting the focus to the role of individuals in an organization's performance.

Question 4 Are strategies and policies as important in a non-business enterprise (such as a labour union, State Department, a hospital or a city fire department) as they are in a business? Why and how?

ASSIGNMENT-B Question 1 What are the major limitations of Planning? What action can be taken to make planning effective?

Answer

LIMITATIONS OF PLANNING The Limitations are discussed in detail:  Planning may create rigidity:

New opportunities are often ignored or rejected because of the commitment to the existing plans. Once established, policies and procedures become a part of organizations activity and hence, no manager would like to discard the old plans in favour of new even when circumstances demand.

 Plans cannot be developed for dynamic environment:

It is difficult to predict and forecast economic conditions, competitive situations and change in government policies with any degree of accuracy. Reliability of planning efforts is open to doubt since they are projected farther into the future where managers has no control over environmental forces.  Formal plans are costly and time consuming:

It is expensive in terms of time spent to formulate plans, the man power required to do the planning and the resources needed to execute the plan.  Planning forces manager‘s attention to a short term goal:

Planning is intellectually demanding function since managers assist on the basis of results, the human tendency begins to discount long range plans and promote to adopt short range plans, which put the executors on a comfortable position. But this may hamper the organization‘s vision to sustain on a long run.  Planning can let organizations to get in competency traps :

Managers in the success of implementation of the course of action, fail to analyze and evaluate the feedback or the gap in the process for improvement. This can lead organizational plans to fail. STEPS TAKEN TO MAKE PLANNING EFFECTIVE  Climate of planning:

Planning is not left to chance and top level managers must ensure a conductive environment must be crated to the smooth and systematic take of the plans in the organization.  Participation by people:

This helps to gain commitment from all the level of management.  Communication to people:

All the employees must be communicated with the goal, direction and premise. It helps people to know what to do, when and how in the time limit.

 Monitoring of the process:

With the option of flexibility and regular review process in planning there is always a possibility to exploit the opportunities in the external environment.  Management support:

Planning always moves from the values held at top level of management.

Question 2 “The contingency approach to management is more a commonsense approach “- elaborate.

Answer

Intelligent and successful management depends upon a constant pursuit of adaptation, flexibility, and mastery of changing conditions. Strong management requires a ―keeping all options open‖ approach at all times — that's where contingency planning comes in. Contingency planning involves identifying alternative courses of action that can be implemented if and when the original plan proves inadequate because of changing circumstances. Keep in mind that events beyond a manager's control may cause even the most carefully prepared alternative future scenarios to go awry. Unexpected problems and events frequently occur. When they do, managers may need to change their plans. Anticipating change during the planning process is best in case things don't go as expected. Management can then develop alternatives to the existing plan and ready them for use when and if circumstances make these alternatives appropriate.

Question 3 Accurate appraisal of performance is difficult. In the light of this discuss the problems involved in appraising an employee.

Answer

Appraisal of performance or comparing of actual performance with predetermined standards is an important step in control process. Comparison is easy where standards have been set in quantitative terms as in production and marketing. In other cases, where results are intangible and

cannot be measured quantitatively direct personal observations, inspection and reports are few methods which can be used for evaluation. The evaluation will reveal some deviations from the set standards. The evaluator should point out defect or deficiencies in performance and investigate the causes responsible for these.

CASE STUDY Questions 1. Discuss the reasons for the problems that arose in the company. Answer The reasons for the problem that arose in the Company were as follows: The Management didn’t had a transparency with the workers and foreman as a result they themselves made several predictions about laying off and the shut down of the Company and one day protest strike.  The Production Manager who later called the meeting of Union Office Bearers along with some workers would have done it earlier for which the company suffered a lot. 2. Advise the production manager how he should proceed in the matter. Answer The Production Manager in future should take care to be transparent with the workers because the workers are the main basement of any firm. Also, any amendments in the company and its production should be notified to all of the workers through circulars or letters which would avoid these types of misunderstandings resulting in Protest Strikes.

ASSIGNMENT-C 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

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