Management

§ Defining Organization, Management, and Management in Organizations

§ Four Management Functions, Management Roles, Management Skills
§ Organizational Internal-External Environment
§ Management Planning, Goal Setting, and Decision Making
§ Strategic Management Process: Strategy Formulation and Implementation
§ Developing Organizational Structure and Design
§ Designing Adaptive Organizations
§ Managing Change and Innovation
§ Leadership and Motivation

GUESS PAPER
Management Roles Managing Change
2018

Ans:
1. Introduction
2. Organizational Structures
a. Tall Organizational Structure (Traditional)
i. Characteristics
1. Narrow Span of Control
2. Rigid Chain of Command
3. Highly Centralized
4. Numerous levels of Management
b. Flat Organizational Structure (Boundary-less)
i. Characteristics
1. Wide span of control
2. Flexible Chain of Command
3. Decentralized Decision Making
4. Fewer tiers of Management
3. Advantages of Traditional /Disadvantages of Boundary-less
a. Effective control mechanism/Lack of Effective Control Mechanism
b. More focused Appraisal System due to Narrow Span of Control
c. Unambiguous delivery of orders
d. Well-documented Reporting System
4. Advantages of Flat Organizational Structure/Disadvantages of Tall Organizational
Structures
a. Highly Responsive to environment
b. Delegation of Authority
c. Fostering Teamwork and Synergy
d. Cultivation of Innovative Culture
5. Conclusion

2017: A manager who really wants to approach a decision rationally and logically should try to
follow the steps in rational decision making. Discuss these steps with examples.
Introduction
Steps in Rational Decision Making
1. Identifying the problem
2. Define the decision criteria
3. Assign weights to each criterion
4. Develop alternatives
5. Analyse alternatives on the set criteria
6. Choose the best alternative
7. Design and implement the best alternative
8. Review and evaluate for effectiveness
Conclusion
(a) A successful strategy requires determining the firm’s Critical Success Factors (CSF) and core
competencies. Discuss how a manager of pharmaceutical firm can align core competencies with
CSF. (10 Marks)
Note: Critical Success Factors (company-defined) Key Success Factors (industry-defined)

2016: Enumerate the important steps you will follow for completing the Strategic Management
Process for a Garment Manufacturing Company.

2015
Discuss the nature and scope of Management and also discuss functions of the Management.
1. Universal Process: Wherever there is human activity, there is management. Without
efficient management, objectives of the company cannot be achieved.
2. Factor of Production: Qualified and efficient managers are essential to utilization of
labor and capital.
3. Goal Oriented: The most important goal of all management activity is to accomplish the
objectives of an enterprise. The goals should be realistic and attainable.
4. Supreme in Thought and Action: Managers set realizable objectives and then
mastermind action on all fronts to accomplish them. For this, they require full support
form middle and lower levels of management.
5. Group activity: All human and physical resources should be efficiently coordinated to
attain maximum levels of combined productivity. Without coordination, no work would
accomplish and there would be chaos and retention.
6. Dynamic Function: Management should be equipped to face the changes in business
environment brought about by economic, social, political, technological or human factors.
They must be adequate training so that can enable them to perform well even in critical
situations.
7. Social Science: All individuals that a manager deals with, have different levels of
sensitivity, understanding and dynamism.
8. Important Organ of Society: Society influences managerial action and managerial
actions influence society. Its manager’s responsibility that they should also contribute
towards the society by organizing charity functions, sports competition, donation to
NGO’s etc.
9. System of Authority: Well-defined lines of command, delegation of suitable authority
and responsibility at all levels of decision-making. This is necessary so that each
individual should what is expected from him and to whom he need to report to.
 10. Profession: Managers need to possess managerial knowledge and training, and have to
conform to a recognized code of conduct and remain conscious of their social and human
obligations.
11. Process: The management process comprises a series of actions or operations conducted
towards an end.
Scope: where there are things, and people, there are management. Eg. Operations, public etc
Functions: POSLC

What is difference between leader and Manager and identify important approaches to effective
leadership?
2013; Discuss importance of planning in organizations. Briefly describe types of plans.
Introduction
Failing to plan is planning to fail
Importance
1. Efficient use of Resources
2. Managing uncertainty and risk
3. Establishing Goals and Objectives
4. Building Teams
5. Performing other functions effectively
6. Helps in Decision Making
7. Motives the Personnel
8. Help in setting up Controls
Types of Plans:
1. Strategic, Tactical, Operational Plans
2. Long term, Short term plans
3. Specific Plans, Directional Plans
Q.3. What criticism has been levelled against scientific approach to management? How the scientific
approach to management is compared with behavioural approach?
Introduction
Scientific management proposes applying scientific method to management to increase
productivity. The approach was pioneered by Federick Taylor in his book Principles of Scientific
Management.

Criticism of Scientific Management

1. Created job fatigue by doing the same job every day in same steps. Monotonous.
2. Dehumanizing management
3. Autonomy was compromised
4. No skill enrichment
Behavioral Approach:

Organizational behavior (OB) research has contributed much of what we know about
behavioural views of management, human resources management, motivation, leadership, trust,
teamwork, and conflict management.
Robert Owen, a successful Scottish businessman, proposed a utopian workplace.
2. Hugo Munsterberg created the field of industrial psychology—the scientific study of
individuals at work to maximize their productivity and adjustment.
3. Mary Parker Follett was a social philosopher who thought the manager’s job was to
harmonize and coordinate group efforts.
4. Chester Barnard, president of New Jersey Bell Telephone Company, saw organizations as
social systems that required human cooperation.
a. He believed that managers’ major roles were to communicate and stimulate subordinates to
high levels of effort.
b. He also introduced the idea that managers have to examine the environment and then adjust
the organization to maintain a state of equilibrium.

Comparing scientific vs behavioural approach

HAWTHORNE STUDIES show that having a scientific approach will not result in improved
productivity and employees cannot be 100% scientifically studied. athough simplistic and
methodologically primitive, the Hawthorne studies established the impact that social aspects of
the job (and the informal group) have on productivity.
(20)
Q.4. Briefly comment upon contemporary theories of motivation. (20)
Introduction
Theories of Motivation
Maslow’s Hierarchy of Needs
ERG Theory

 Existence Needs
 Relatedness Needs
 Growth Needs

McGregor’s Theory X and Theory Y

This theory was developed by Douglas McGregor and describes two distinct views of human
nature.
1. Theory X was the assumption that employees dislike work, are lazy, seek to avoid
responsibility, and must be coerced to perform.
2. Theory Y was the assumption that employees are creative, seek responsibility, and can
exercise self-direction.
3. Theory X assumed that lower-order needs (Maslow’s) dominated individuals, and Theory Y
assumed that higher-order needs dominated.

HERZBERG TWO FACTOR THEORY

 Hygiene Factor
 Motivators
ACQUIRED NEED THEORY
  Need for achievement
 Need for power
 Need for affiliation
COGNITIVE MOTIVATION THEORIES
EQUITY THEORY

 Input/output of oneself
 Input/Output of peers
EXPECTANCY THEORY
Effort-Performance (Expectancy)
Performance-Reward (Instrumentality)
Attractiveness of Reward (Valence)
GOAL-SETTING THEORY
REINFORCEMENT THEORY

2012
Q. 2. What is leadership? List and explain different types of leaders. Discuss any one theory of
leadership.

Theories of Leadership
 1. Trait Theory
2. Contingency/Situational Theory
Q. 3. Why motivation is considered necessary in today’s organizations to increase efficiency of the
employees? Briefly describe any one theory of motivation. (10+10=20)
Q. 4. Describe major functions of Management. Discuss its significance for modern business
organizations.

2011
Q.2. Describe the key activities of the Decision – Making Process. (20)
Q.3. Briefly describe the steps involved in setting Corporate Goals. (20)
Defining the vision and mission of the business
Make long term Corporate Level Goals

Q.4. What are the important contemporary issues in Organizational Control?

2010
Q.2. What do you understand by Mckinsey’s 7’s frame work for Management analysis, and how it
is different from operational management approach? (20)
"Hard" elements are easier to define or identify and
management can directly influence them: these are
strategy statements; organization charts and
reporting lines; and formal processes and IT
systems.
"Soft" elements, on the other hand, can be more
difficult to describe, and are less tangible and more
influenced by culture. However, these soft elements
are as important as the hard elements if the
organization is going to be successful.

 Strategy: the plan devised to maintain and build

competitive advantage over the competition.
 Structure: the way the organization is structured
and who reports to whom.
 Systems: the daily activities and procedures that staff members engage in to get the job
done.
 Shared Values: called "superordinate goals" when the model was first developed, these are
the core values of the company that are evidenced in the corporate culture and the general
work ethic.
 Style: the style of leadership adopted.
 Staff: the employees and their general capabilities.
 Skills: the actual skills and competencies of the employees working for the company.

Q.3. How do you differentiate between strategy, policy and procedure? Discuss the various steps
in planning process.
Strategy is a high level plan to achieve one or more goals. Strategy generally involves setting
goals, determining actions to achieve the goals, and mobilizing resources to execute the actions.
A strategy describes how the ends (goals) will be achieved by the means (resources). The senior
leadership of an organization is generally tasked with determining strategy. It involves activities
such as strategic planning and strategic thinking.
Policy is a system of principles to guide decisions and achieve agreed outcomes. A statement of
intent, and is then implemented as a procedure or protocol. The process of making important
organizational decisions, including the identification of different priorities, and choosing among
them on the basis of the impact they will have. For an LSCB policies will be agreed based on
current legislation, national guidance, local assessments of need, resources and understanding of
validated research and best practice.
Procedure – sets out the actions, stages and people responsible for undertaking a process. It will
be derived from agreed policy. It will give greater detail than a policy or protocol and forms a set
of guidance or instructions to be followed.