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AEREN
FOUNDATION’S Maharashtra Govt. Reg. No.: F-11724
Name : Marks : 80
Course : Masters in Business Administration
(MBA 4 Sem)
Subject : Essential of Management
Answer the
following question.
Q1. Describe
organizational excellence. (10 marks)
Answer:
Organizational excellence is described as the continual efforts to create an
internal framework of standards and processes that engage and encourage
personnel to deliver products and services that meet client needs while staying
within budget. It is the attainment of consistently outstanding performance by
an organization—for example, outputs that exceed objectives, needs, or
expectations.
Component Definitions:
Q2. Describe
in brief the different methods of imparting training (10 marks)
Answer:
It is the systematic development of an individual's knowledge, abilities, and
attitudes necessary to execute well a specific work or employment.
Importance of Training
Why Improved productivity
• Fewer accidents
• Increased motivation and
morale, lower absenteeism and staff turnover
• Prepare future managers,
• Increased incomes and career
progression of people
Benefits of Training and Development to
an
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Case Studies
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 working hours. He was thinking about
Rehman, the manager in-charge of purchasing, and his ability to work w George,
the production manager, and Vipulabh, the marketing and sales manager in the
firm. When the purchasi department was established two years ago, both George
and Vipulabh agreed with the need to centralize this functio and place a
specialist in charge. George was of the view that this would free his
supervisors from detailed orderi activities. Vipulabh opined that the flow of
materials into the firm was important enough to warrant a specialize management
assignment. Yet since the purchasing department began operating it has been
precisely these tw managers who have had a number of confrontations with the
new purchase manager, and occasionally with o another, in regard to the way the
purchasing function in being carried out. From George’s point of view, instead
simplifying his job as production manager by taking care of purchasing for him,
the purchasing department h developed a formal set of procedures that has
resulted in as much time commitment on his part as he had previous spent in
placing his orders directly with vendors. Further, he is specially irritated by
the fact that his need for particu items or particular specification is
constantly being questioned by the purchasing department. When the department w
established, George assumed that the purchasing manager was there to fill his
needs, not to question them. As Vipula sees it, the purchasing function is an
integral part of marketing function, and the two therefore need to be join
managed as a unified process. Purchasing function cannot be separated from a
firm’s overall marketing strateg However, Rehman has attempted to carry out the
purchasing function without regard for this obvious relationsh between his
responsibilities and those of Vipulabh, thus making a unified marketing
strategy impossible. In his previo position, Rehman had worked in the
purchasing department of a firm considerably larger than Simplex. Before bei
hired, he was interviewed by all the top managers, including George and
Vipulabh, but it was the president himself w negotiated the details of the job
offer. As Rehman sees it, he was hired as a professional to do a professional
job. Bo George and Vipulabh have been distracting him from this goal by
presuming that he is somehow subordinate to the which he believes is not the
case. The people in the production department, who use the purchasing function
most, ha complained about the detail that he requires on their requisitions.
But he has documented proof that materials are no being purchased much more
economically than they were under the former decentralised system. He finds
Vipulabh interests more difficult to understand, since he sees no particular
relationship between his responsibilities for efficie procurement, and
Vipulabh’s responsibilities to market the firm’s products. The president has
been aware of t 10/1/21, 2:31 PM Exam Paper
https://www.isbm.org.in/examsoft/exampaper_final.php?id=65421 2/2 continuing
conflict among three managers for some time, but on the theory that a little
rivalry is healthy and stimulatin 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 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
Answer
As with any business with several departments, each department should have its
own set of standards and plans to
Q2. How do
you evaluate Vipulabh’s position? Elaborate.
Answer In this example
Q3. How
might this conflict be associated with factors in the formal organization?
Answer : Unresolved workplace
Q4. What
should the president of Simplex Mills do now? Explain
Answer : Take a step back,
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CASE STUDY
(20 Marks)
A
Regional Administration Office of a company was hastily set up. Victor D.Cuhna
a young executive was direct 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 cadre of the administrative office was a
mix of directly recruited officers a promote officers (promotion from within
the organization). Females dominated the junior clerical cadre. This cadre w
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 D.Cuhna
realized that t 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 t
administrative office were not clearly understood by various functionaries, and
systems and procedures were blindly a randomly followed. Feedback was random,
scanty and controversial, and Data Processing Cell had to verify every ite of
feedback. Delays were inevitable. D.Cuhna sought the permission of senior
management to conduct a seminar communication and feedback of which he was an
expert. The permission was grudgingly given by the sen management. Everyone
appreciated the seminar. Following the first seminar, D.Cuhna conducted a one
week training course for the clerical cadre, especially for the junior, freshly
recruited clerks.
Answer the
following question.
Q1. Diagnose
the problem and enumerate the reasons for the failure of D.Cuhna?
Answer : Unresolved workplace conflict will result in
misunderstanding due to confusion or refusal to collaborate, as well as a
reduction in creative collaboration and team problem solving. Conflict, on the
other hand, can lead to brilliant decisions, process improvements, fresh ideas,
and improved relationships if handled effectively. Though D'Cuhna attempted to
correct the situation by teaching the clerical corps communication skills and
Q2. What is
Training? Explain the different methods of training.
Answer
: Human resource training and development has sparked a lot of attention in
recent years. A reactive, or problem-solving strategy, and a proactive, or
forward-looking approach are the two primary approaches to human resource
management. In both cases, training is used. Training is a systematic method of
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CASE STUDY
(20 Marks)
The
case highlights the leadership development initiatives at Infosys Technologies
(Infosys), one of the most repute information technology (IT) companies in
India. Infosys Leadership Institute (ILI) established in 2001 was fully dedicated
to this initiative and every year over 100 potential leaders were groomed.
There was a systematic selection process shortlist candidates for the three
year leadership development program at ILI. The interventions and leadership
development program was based on the 'nine-pillar' model and formulated
incorporating the best practices in leadership development followed by
successful global companies. According to a study in 2002, it was estimated
that by 2006 mo global organizations would lose 40% of their top executives.
The case also discusses the leadership development initiatives undertaken by
many global and Indian companies. On 20 August 2006, NR Narayana Murthy, the
Co-found of Infosys, who turned 60, the retirement age at Infosys, stepped down
from the post of Chairman. How success would the leadership development
initiatives at Infosys be in grooming future leaders who could fit into the
shoes of founders?
Answer the following question.
Q1. Give an overview of the case.
Answer
: The case focuses on the leadership development programmes at Infosys
Technologies (Infosys), one of India's most well-known information technology
(IT) firms. The Infosys Leadership Institute (ILI), which was founded in 2001,
was completely committed to this endeavour, with over 100 future leaders
Q2. Discuss the leadership development
initiatives taken by Infosys and its long term Consequences.
Answer
: The Infosys Leadership Institute (ILI) is dedicated to assisting leaders in
taking on additional responsibilities and having a good impact on their teams,
clients, and the community at large. We think that nurturing a learning and
growth environment requires the participation of the entire community,
including both
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