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INDIAN SCHOOL OF TECHNOLOGY AND
MANAGEMENT
AN ISO 9001:2015 CERTIFIED INTERNATIONAL B-SCHOOL
Name : SUNKARI TIRUPTAI RAO Marks :
80
Course :
Masters in Business Administration (MBA 4 Sem)
Subject
: Essential of Management
Answer
the following question.
Q1. Write a detailed note on seven out of FAYOL’s
14 principles of Management.
Q2. What is decentralization?
Q3. What are the advantages and disadvantages of
democratic style?
Q4. What are the special features of the line
organization?
Q5. What are the aspects of the system approach
focused attention ?
Q6. What is management? & its three distinct
aspects.
(10
marks)
(10
marks)
(10
marks)
(10
marks)
(10
marks)
(10
marks)
CASE
STUDY
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Case Studies
(20
Marks)
Mr Singh, president of the
Universal Food Products Company, was tired of being the only one in his company
actua responsible for profits. While he had good vice- presidents in charge of
finance, sales, advertising, manufacturin purchasing, and product research, he
realized he could not hold any of them responsible for company profits, as mu
as he would like to. He often find it difficult even to hold them responsible
for the contribution in their various areas company profits. The sales
Vice-president, for example, had rather reasonably complained that he could not
be fu responsible for sales when the advertising was ineffective, when the
products customers stores wanted were not read available from manufacturing, or
when he did not have the new products he needed to meet competition. Likewise,
t manufacturing vice-president had some justification when he made the point
that he could not hold costs down and s be able to produce short runs so as to
fill orders on short notice, finance controls would not allow the company to
car large inventory of everything. Singh had considered breaking his company
down into six or seven segments by setti up product divisions with a manager
over each with profit responsibility. But he found that this would not be
feasible economical since many of the company’s branded food products were
produced on the same factory equipment a used the same raw materials, and a sales
person calling on a store or supermarket could far more economically hand a
number of related products more than one or a few. Consequently, Singh came to
the conclusion that the best thing f him to do was to set up six product
managers reporting to product marketing manager. Each product manager would
given responsibility for one or a few products and would oversee, for each
product, all aspects of product researc manufacturing, advertising, and sales
thereby becoming the person responsible for the performance and the profits
the products. Singh
realized that he could not give these product managers actual line authority
over the vario operating departments of the company since that would cause each
vice-president and his or her department to report six product managers and the
product marketing manager, as well the president. He was concerned with this
proble but he knew that some of the most successful larger companies in the
world had used the product manager syste Moreover, one of his friends in a
university faculty had told him that he must except some lack of clearness and
som confusion in any organization and that this result might not be bad since
it forced people to work together as team Singh resolved to put in the product
manager system as outlined above the hoped for the best. But he wondered how
could avoid the problem of confusion in reporting relationships.
Answer
the following question.
Q1. Do you agree with Singh’s program? Justify your
reply.
Q2. Would you have done it diffidently? Explain in
detail.
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