Do send your query at :
or call us at :08263069601
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
Dear students, Get assignments and Case studies
Do send your query at :
or call us at :08263069601
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,
Dear students, Get assignments and Case studies
Do send your query at :
or call us at :08263069601
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
Dear students, Get assignments and Case studies
Do send your query at :
or call us at :08263069601
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
Dear students, Get assignments and Case studies
Do send your query at :
or call us at :08263069601