SUBJECT : PRINCIPLES & PRACTICE OF MANAGEMENT

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SUBJECT : PRINCIPLES & PRACTICE OF MANAGEMENT

COURSE :                                           Total Marks : 80

Attempt any 4; (each carries 20 Marks)

Q. 1) “Coordination is imperative for the success of any organization.” Explaining the need for coordination suggest the ways to achieve effective coordination in a decentralised private sectormanufacturing organization?

Answer:The term "decentralization" embraces a variety of concepts which must be carefully analyzed in any particular country before determining if projects or programs should support reorganization of financial, administrative, or service delivery systems. Decentralization—the transfer of authority and responsibility for public functions from the central government to subordinate or quasi-independent government organizations and/or the private sector—is a complex multifaceted concept. Different types of decentralization should be distinguished because they have different characteristics, policy implications, and conditions for success.

Types of Decentralization: Types of

Q. 2) Describe the interpersonal needs in terms of expressed and wanted behavior. Cite suitable examples to support your views?

Answer: Fundamental Interpersonal Relations Orientation (FIRO) is a theory of interpersonal relations, introduced by William Schutz in 1958. This theory mainly explains the interpersonal underworld of a small group. The theory is based on the belief that when people get together in a group, there are three main interpersonal needs they are looking to obtain – affection/openness, control and inclusion. Schutz developed a measuring instrument that contains six scales of nine-item questions that he called FIRO-B. This technique was created to measure or control how group members feel when it comes to inclusion, control, and affection/openness or to be able to get feedback from people in a group. Unlike many instruments used to examine human interaction behaviors, and needs, the FIRO-B is and was extremely valid internally and externally using inferential statistics.

Q. 3) Why do managers need to acquire different skills at various levels? What are the skills conceptualized by Katz? Explain how they are proving useful for Indian managers at differentlevels?

Answer:In order to be effective, a manager must possess and continuously develop several essential skills. A successful practice of management depends upon such skills. Different writers suggest different types of skills required of managers. For example, Abraham Collier desires a manager to possess organizational skill so that be may view the enterprise in its complexity. Thus the following four types of skills are required of managers:

1. Technical Skill. Technical skill is the knowledge of and proficiency in the activities involving methods, processes, and procedures. Thus, it involves the ability to use the tools and specific techniques in a particular area of. Expertise (i.e., a specialized field). Technical skill is considered to be very crucial to the effectiveness follower level managers because they have direct contact with employees performing work activities within the enterprise. For example

Q. 4) Discuss various strategies used in implementing organizational change in the context of a large public sector manufacturing organization?

Answer: Organizational readiness for change is a multi-level, multi-faceted construct. As an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior. The result is more effective implementation.

Q. 5) Identify major barriers of communication and explain why do they arise. Explain ways to overcome these barriers with suitable examples?

Q. 6) Write short notes on any four of the following: (5 marks each )

i) Delegation and Decentralisation

ii) Line and Staff functions

iii) Theory X and Y

iv) Domino Effect

v) Organisational culture and climate

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