Institute of Management Technology

Centre for Distance Learning

A16, Site 3, UPSIDC Industrial Area, Meerut Road, Ghaziabad - 201 003

Subject Code: IMT-01

Subject Name : MANAGEMENT

PROCESS & ORGANIZATION

Objectives
The course is designed to give a sound conceptual grounding in the realm of management processes and organisation excellence. How this knowledge can be effectively deployed to meet contemporary challenges of a dynamic globalised economy- through prudent utilisation of effective communication, motivation, leadership, performance appraisal and group productivity is the principal objective of this syllabus.

Contents
1. The Concept of Management: History of Management Thought : The Classical Approach, The Behavioural Approach, The Systems Approach and the Contingency Approach. 2. Management: Skills, Roles, Functions And Contemporary Challenges. 3. Communication: Process of Communication, Principles of Effective Communication, Barriers to Effective Communication. 4. Communication in Organisation: Formal and Informal Channels of Communication; Interpersonal Communication: Styles and Forms. 5. Motivation: Process of Motivation: Maslows Need Hierarchy Theory, Herzbergs Motivation Hygiene Theory, ERG Theory and Vrooms Expectancy Theory, Theories XY and Z.; Job Enrichment, Job Enlargement and Job Rotation as Motivational Tools. 6. Leadership: What is Leadership; Distinguishing Management from Leadership; Leadership Theories Trait Theory, Behaviourial Theory and Contingency / Situational Theory: Hersey Blanchard and Fiedlers Models; Leadership Styles; Management Grid. 7. Individual and Organisational Excellences 8. Organisational Structure and Design: Decisions involved in determining Organisational Structure: Degree of Specialisation, Delegation of Authority, Chain of Command, Types of Departmentalisation and Span of Control; Mechanical and Organic Models of Organisation; Henry Mintzbergs Design Configurations; Matrix, Virtual and Boundaryless Organisations. 9. Management By Objective (MBO): Meaning, Process and Implementation. 10. Group Dynamics: Meaning, Characteristics, Formation, Types, Group Decision Making, Inter- Group Conflict, Group and Team Effectiveness. 11. Performance Evaluation: Meaning Purpose and Process; Overview of Methods of Performance Evaluation.

References
1. 2. 3. 4. Management Principles & Practices, Parag Diwan, Excel Heinz Weihrich and Harold Koontz, Management A Global Perspective (10th Ed.), McGraw-Hill. Heinz Weihrich and Harold Koontz, Essentials of Management (5th Ed.), McGraw-Hill. Stoner, freeman and gilbert, Management (6th ed.), PHI

Notes:
a. b. c. d. Write answers in your own words as far as possible and refrain from copying from the text books/handouts. Answers of Ist Set (Part-A & Part-B), IInd Set (Part-C, Part-D), IIIrd Set (Short Answer Questions) and Case Study must be sent together. Mail the answer sheets alongwith the copy of assignments for evaluation & return. Only hand written assignments shall be accepted.

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Subject Code : IMT-01 Subject Name: MANAGEMENT

A. First Set of Assignments: B. Second Set of Assignments: C. Third Set of Assignments: D. Forth Set of Assignments:

PROCESS & ORGANIZATION

Part-A : 5 Marks & Part-B : 5 Marks. Each question carries 1 marks. Part-C : 5 Marks & Part-D : 5 Marks. Each question carries 1 marks. 20 Short Answer Questions : 10 Marks. Each question carries marks. Confine your answers to 150 to 200 Words. Two Case Studies : 10 Marks. Each case study carries 5 marks.

ASSIGNMENTS
PART A
1. Why does Scientific Management believe that there is one best way to manage? How does this differ from the Contingency Approach to Management? 2. What are the challenges faced by the professional managers in the contemporary Indian industrial set up? 3. Explain briefly various Management Functions. What is the basis for saying that planning is the most crucial management function? Discuss. 4. Of the various managerial skills, what according to you, are the most important managerial skills required by Indian Managers to accelerate the growth of Indian industry? Give the rationale for your selection. 5. (a) Discuss Managerial Roles as given by Henry Mintzberg. (b) State Fayols Principles of Management.

PART B
1. Non financial incentives are as strong motivators as financial ones. Critically examine this statement in the light of Maslows Hierarchy and Herzbergs Two-Factor Theories. 2. In Vrooms Expectancy Model define the relationship between Expectancy, Instrumentality and Valence. 3. (a) Explain Theories X Y and Z. (b) How can you use Job Enrichment, Job Enlargement and Job Rotation as motivational tools? 4. Which communication elements often retard effective communication? What can you do to improve your ability to communicate effectively? 5. (a) With the help of a flow chart, explain the communication process. (b) Explain the principles (7Cs) of effective communication.

PART C
1. Under what circumstances are the following styles of leadership more desirable and why? (a) Autocratic Leadership; (b) Participative Leadership; and (c) Free Reign Leadership. 2. (a) Define leadership. (b) As a manager, how would you assess a situation in terms of Fiedlers three contingency variables? 3. Explain various types of organizational excellences giving examples from industry. 4. Which are the four decisions managers must take regarding organizational structure? Explain each briefly. 5. (a) What are the conflicts between line and staff in a Line and Staff organization? What steps can be taken to resolve these conflicts? (b) What are the factors involved in determining the optimum Span of management. Management Process & Organization.................... Page 2 of 5 ............................................................................... IMT-01

PART D
1. (a) Define inter group conflict and discuss how it can be effectively managed? (b) What is a sociogram? How is it used to study informal business channels? 2. (a) Write a note on any three of the group decision making techniques: 1- Brain Storming, 2- Delphi Technique, 3- Nominal Technique, 4- Fish Bowling Technique. (b) What are the advantages and disadvantages of group decision making? 3. (a) Differentiate teams from groups. When does a group become a team? (b) Why has the concept of virtual team gained importance in the recent past? 4. What is M.B.O. (Management by Objective)? Does a subordinates involvement in the decision making process help or hinder its effective implementation? 5. (a) What do you understand by Performance Appraisal? Amplify its various uses. (b) What are the advantages and disadvantages of the following evaluation methods: (i) Written Essays, (ii) Graphic Rating Scales, (iii) BARS (Behaviourally Anchored Rating Scales).

SHORT ANSWER QUESTIONS

1. What are the Ten Commandments of effective listening? Of these which three do you think are the most difficult to inculcate in employees? 2. What do you understand by grapevine? How can managers make effective use of this mode of communication? 3. What are the advantages and disadvantages of communication through e-mail? 4. Explain ERG theory of Motivation? 5. What is Management Grid? In the contemporary Indian context which is the ideal grid position that managers should adopt? Why? 6. Write a note on channels of formal communication within an organization. 7. Define non-verbal communication. What is its importance? 8. Do effective leaders always lead from the front? Comment. 9. Is an organisation sentient? Discuss with examples. 10. Write a short note on forms of human excellence? 11. Write short notes on the following : (a) Virtual organization, (b) Boundary-less organisation. 12. Describe Henry Mintzbergs Design Configurations? 13. State the advantages and disadvantages of Matrix type of organisation. 14. Distinguish between formal and informal delegation? 15. How can a Decision Tree assist you in taking an effective decision? Explain. 16. Briefly describe the 5 stage model of Group Formation. 17. What is Social Loafing? How can it be minimized? 18. Differentiate between the Mechanistic and the Organic models of organization. 19. Write a note on multiple bases for Departmentalisation. 20. Delineate the sources of bias in Performance Appraisal.

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CASE STUDY-1
THE CASE OF OVERHEARD CONVERSATION emanth, the canteen manager, went out to the corridor outside his office to light his cigar. As he was enjoying the smoke, two of his assistants, Gopal & Ramesh just walked past him. Neither noticed Hemanth. Hemanth started to wave hello, when he realized that they were talking about him. Gopal was telling Ramesh, Ramesh, you know what the old man (meaning Hemanth) was telling me this morning. He said that he cant run the canteen without me and I am his number one boy. Oh! Hemanth told this to you too?, responded Ramesh, may be in your case he means it. I dont pay any attention to his compliments any more. I heard that he gives anyone the same pep talk. Even when I spoil a job and expect him to take me to task, hes just as sweet as sugar as ever. But behind me he writes a bad report and at the time of appraising my performance, an annual ritual, he doesnt tell where I stand. Last time when the promotion for Canteen Supervisors post came up, he placed the heap of performance appraisals before me and wondered how I could be helped with such poor ratings. To tell you the truth, said Gopal, I wish he had told me where I stand. It may be fine to have a boss who talks nicely to you. But Im always afraid he tells one thing and runs me down for someone else in the canteen. You know how lousy Deepak does his job in the kitchen. Last week, I saw Hemanth checking up some dishes and he appeared to be visibly shocked. On seeing Hemanths facial expression, Deepak asked anything wrong Sir?, you know how Hemanth replied? Oh, nothing. I am glad you got the job done in time. But see the irony. Hemanth comes to me in less than three minutes and tells he cant trust Deepak and perhaps I may have to take charge of the kitchen department soon. Why is he not straightening Deepak anyway? Look Gopal ! I am not in the least bothered about Deepak said Ramesh; What I worry about is what Hemanth tells others about me that he cant tell me to any face. As Gopal and Ramesh walked away, Hemanth threw out his unsmoked cigar, went back to his office desk and began to think.

Questions 1. It is said that a managers behaviour is more important than his managerial qualities. In the light of this statement bring out the distinction between the character traits and behaviour of Hemanth. 2. Was Hemanths approach in dealing with his employees all wrong? Explain. 3. How would you advise Hemanth in improving his status among the employees?

CASE STUDY-2
LOOSING A GOOD MAN

under Steel Limited was a medium- sized steel company manufacturing special steels of various types and grades. It employed 5,000 workers and 450 executives.

Under the General Manager (Production), there were operations, maintenance, and services groups, each headed by a chief. The chief of maintenance was Shukla and under him Mukherjee was working as the Maintenance Engineer. The total strength of Maintenance was 500 workers, 25 executives and 50 supervisors. Chatterjee was working in Maintenance as a worker for three years. He was efficient. He had initiative and drive. He performed his duties in a near perfect manner. He was a man of proven technical abilities with utmost drive and dash. He was promoted as Supervisor. Management Process & Organization.................... Page 4 of 5 ............................................................................... IMT-01

Chatterjee, now a supervisor, was one day passing through the maintenance shop on his routine inspection. He found a certain worker sitting idle. He pulled him up for this. The worker retaliated by abusing him with filthy words. With a grim face and utter frustration, Chatterjee reported the matter to Mukherjee. The worker who insulted Chatterjee was a notorious character, and no supervisor dared to confront him. Mukherjee took a serious view of the incident and served a strong warning letter to the worker. Nothing very particular about Chatterjee or from him came to the knowledge of Mukherjee. Things were moving smoothly. Chatterjee was getting along well with others. But after about 3 years, another serious incident took place. A worker came drunk on duty, began playing cards and using very filthy language. When Chatterjee strongly objected to this, the worker got up and slapped Chatterjee. Later the worker went to his union and reported that Chatterjee has assaulted him while he was performing his duties. Chatterjee had no idea, that the situation would take such a turn. He therefore never bothered to report the matter to his boss or collect evidence in support of his case. The union took the case to Shukla and prevailed over him to take stern action against Chatterjee. Shukla instructed Mukherjee to demote Chatterjee to the rank of a worker. Mukherjee expressed his apprehension that in such a case, Chatterjee will be of no use to the department, and the demotion would affect adversely on the morale of all sincere and efficient supervisors. But Chatterjee was demoted. Chatterjee continued working in the organization with all his efficiency, competence, and ability for two months. Then he resigned stating that he had secured better employment elsewhere. Mukherjee was perturbed at this turn of events. While placing Chatterjees resignation letter before Shukla, he expressed deep concern at this development. Shukla called Chief of Personnel for advice on this delicate issue. The chief of personnel said, I think, the incident should help us to appreciate the essential qualification required for a successful supervisor. An honest and hardworking man, need not necessarily prove to be an effective supervisor. Something more is required for this as he has to get things done rather than do himself. Mukherjee said I have a high opinion of Chatterjee. He proved his technical competence and was sincere at his work. Given some guidance on how to deal with the type of persons he had to work with, the sad situation could have been avoided. Shukla said I am really sorry to loose Chatterjee. He was very honest and painstaking in his work. But I do not know how I could have helped him. I wonder how he always managed to get into trouble with workers. We know they are illiterates and some of them are tough. But a supervisor must have the ability and presence of mind to deal with such men. I have numerous supervisors, but I never had to teach any body how to supervise his men.

Questions 1. The Chief of Personnel says, -- An honest and hard working man need not necessarily prove to be an effective supervisor. Some thing more is required for all this as he has to get things done rather than do himself. What is your opinion on the subject? 2. What would you have done if you were in the place of (a) Mr.Shukla, (b) Mr. Chatterjee. 3. Do you think counselling / mentoring would have helped in resolving the issue?

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