Principles and Practice of Management
Answer
the following question.
Q1. Write a detailed note on
seven out of FAYOL’s 14 principles of Management. (10 marks)
Q2. What are the advantages and
disadvantages of democratic style? (10 marks)
Q3. What is the importance of
group dynamics? (10 marks)
Q4. Discuss principles, types
& techniques of direction. (10 marks)
Q5. What are the techniques of
coordination?
(10 marks)
Q6. Give suggestions for making
committee organization more effective. (10 marks)
Q7. Define management &
explain its features. (10 marks)
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
1.
a)
What are the steps involved in planning?
a)
What are the steps involved in planning?
b) How you make planning effective?
2.
What is
the difference between a policy and a procedure?
3.
Explain
the advantages and limitations of planning.
4. Explain the strategic planning in the Indian
industry. Which are the planning skills required for better business.
5.
a) Define
a decision making?
b) Explain common difficulties in decision-making.
6. a) Decision-making is a key part of a manager’s
activities. – Elaborate.
b) What are the steps involved in rational
decision-making.
7.
a)
Explain the individual and group decision-making.
b) Describe advantages and disadvantages of group
decisions.
8.
a) Draw
models of decision-making? b) Explain
any two.
Principles and Practice
of Management
Answer the following question.
Q1. Management is what management
does. Explain. (10 marks)
Q2. Define Administration. (10
marks)
Q3. Define Staffing. (10 marks)
Q4. What is Power Motive? (10
marks)
Q5. Explain factors influencing
group cohesiveness. (10 marks)
Q6. List out elements of
direction. (10 marks)
Q7. Difference between
organization climate & culture. (10 marks)
Q8. Explain similarities between the line
organization & line and staff organization. (10 marks)
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 ?
SUBJECT : PPM
Note : All Questions are Compulsory
Each Question
Carries Equal Marks 10 Marks
9.
Explain disadvantages of functional organization.
10.
Describe characteristics of an organization.
11.
Factors affecting span of control.
12.
Distinguish between delegation & decentralization.
13.
How many types of critical standard in management control?
14.
What are the advantages and disadvantages of democratic style?
15.
Write short note on Staffing as function of
management& Managerial skills
b) What is planning? &
explain its element.
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.
Subject : 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
Answer
the following question.
Q1. Describe types of internal coordination. (10
marks)
Q2. Explain similarities between the line
organization & line and staff organization. (10 marks)
Q3. What is management? & its three distinct
aspects. (10 marks)
Q4. Explain principle of objective. (10 marks)
Q5. What are the factors determining the extent of
decentralization? (10 marks)
Q6. Explain Hertzberg theory of motivation. (10
marks)
Q7. What is the importance of group dynamics? (10
marks)
Q8. Give the meaning of social need.
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.
Subject
: 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?
Principles and Practice of Management
Case Studies
Case
(20 Marks)
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
(20 Marks)
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 30yearold 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
(20 Marks)
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
(20 Marks)
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.
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, played by 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, ManagerCorporate 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 Studies
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 (20
Marks)
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 inhouse 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?
SUBJECT: PRINCIPLE & PRACTICE OF MANAGEMENT
Marks:
80
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:
16.
How should Mr. Durant assess the opportunities
in various countries around the world?
17.
Should Carrefour adopt Wal-Mart's strategy of
"low prices everyday"? What would be the advantage or disadvantage of
such a strategy?
18.
How could Carrefour differentiate itself from
Wal-Mart?
19.
Identify cultures in selected countries that
need to be considered in order to be successful?
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:
1)
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?
2)
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?
3) As a
consultant, would you have recommended a top-down or a bottom-up approach, or
both, to process redesign and organizational change?
4) What are
the advantages and disadvantages of each approach.
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.
1) What is
your assessment of Daimler-Benz's operations in many different fields?
2) Should
the various groups operate autonomously? What kinds of activities should be
centralized?
3) 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?
4)
Given the apparent mistakes in acquiring
non-automotive businesses, what should Jurgen Schrempp do now?
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:
1) Prepare
a profile of the potential buyer of the Lexus.
2) What
should Mercedes and BMW do to counteract the Japanese threat in the United
States and Europe?
3)
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).
4) Do you
think Lexus will succeed in Japan? Why or why not?
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 ?
Principles
and Practice of Management
CASE STUDY (20 Marks)
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 (20
Marks)
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 (20
Marks)
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
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. 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. (10 marks)
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. 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.
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