F-2,Block, Amity Campus

Sec-125, Nodia (UP)

India 201303

ASSIGNMENTS
PROGRAM:
SEMESTER-I
Subject Name
:
Study COUNTRY
:
Permanent Enrollment Number (PEN) :
Roll Number
:
Student Name
:
INSTRUCTIONS
a) Students are required to submit all three assignment sets.
ASSIGNMENT
Assignment A
Assignment B
Assignment C

DETAILS
Five Subjective Questions
Three Subjective Questions + Case Study
45 Objective Questions

MARKS
10
10
10

b)
c)
d)
e)

Total weightage given to these assignments is 30%. OR 30 Marks

All assignments are to be completed as typed in word/pdf.
All questions are required to be attempted.
All the three assignments are to be completed by due dates (specified
from time to time) and need to be submitted for evaluation by Amity
University.
f) The evaluated assignment marks will be made available within six
weeks. Thereafter, these will be destroyed at the end of each semester.
g) The students have to attached a scan signature in the form.
Signature
Date

:
:

_________________________________
_________________________________

( ) Tick mark in front of the assignments submitted

Assignment A
Assignment B
Assignment C

Organization Theory and Management

ASSIGNMENT A
Q1. What do you understand by administrative management theory? How is
it different from scientific management theory?
Q2. Satisfying the claims of shareholders should be the paramount concern
of a company. Discuss the arguments for and against this statement.
Q3.Discuss the factors that affect ethical and unethical behavior.
Q4. On what grounds can you suggest that all business houses must assume
social responsibility?
Q5. What is power? Explain the various sources of power giving suitable
example.

ASSIGNMENT B
Q1. What is the relationship between Organisation Structure, Organisation
Design and Organisation Culture?
Q2.Compare and Contrast Maslows Need Hierarchy theory with that of
Herzbergs Two Factor theory.
Q3.a) What is Human Resource Planning? Explain its Significance.
b) Explain in brief the sources of power?

CASE STUDY
Mr. Sreenivas (55) working as manager in Alfa Chemicals, a large scale
industrial establishment engaged in the production of Phosphate and
Sulphur. He has 30 years of experience in Alfa Chemicals. He has an
excellent track record as Manager Human Resources within the
organization. Many times he got 'best employer award' to performance
excellence. His area of expertise in recruitment and selection process, and
performance appraisal has been widely acknowledged.
The Information Technology division of Alfa Chemicals industry once faced
acute shortage of manpower. Mr. Raj, Manager IT division put forward an
immediate requirement of 10 employees in the IT division, to HR
department, starting from junior level to senior level. As and when Mr.
Sreenivas got the letter from Mr. Raj, in his department, he started
processing of it. To get it done, he approached many sources. He had gone
through the data bank of company and considered 100 resumes for
recruitment from it. He also informed the employees and employers of the
organization, in their respective departmental notice board, showing the
immediate requirement of 10 employees to facilitate the internal recruitment
procedures. From the employees and employers of Alfa Chemicals he got
around 150 applications with resumes. In addition to that in order to give an
opportunity to candidates' external to the organization he floated an
advertisement in several daily news papers viz., Times of India, Sakal, and
Indian Express. From external sources he got around 350 applications.
Almost 600 candidates, including internal and external applicants, applied
for 10 vacant posts. To ensure the reliability and dependability of the
process, Sreenivas made his personal scrutiny at all levels, in the recruitment
and selection process. Since the entire department function as a team in HR,
all the members trust each other and extended their valuable contribution in
the recruitment and selection.
The department conducted a preliminary interview in order to made first
screening process and filter the number of applicants. After the first
screening process the HR department reduced the number of applicant list
from 600 to 500 applicants. He conducted a written test and group
discussion and there by further reduces the number of applicants to 300.
These 300 candidates then exposed to one hour psychometric test and out of
which 50 candidates selected for the final interview. From the final
interview, 10 candidates finally selected. The entire process of recruitment
and selection took almost 3 months. The selected candidates list then
forwarded to the top management for the final approval. HR department
informed the candidates that the appointment letters will be sent to those

who are selected for the post.

Sreenivas approached several time to the top management about to get final
approval of list of candidates for the IT department. Sreenivas informed the
IT department also that the delay in the final list announcement as the top
management take some more time. He waited almost 4 weeks. But, no reply
at all. Mr. Raj, the IT manager every day enquired about the latest
information about the final list of the candidates and tentative date of
induction. Sreenivas faced the difficulty to make any comment on the
subject as there was no information from the top management. HR
department had to answer many phone calls from out side and inside the
organization, as recruitment involved candidates from inside and outside.
The employers and employees of the industry, whose relatives got into the
final selection process, became regular visitors of the HR department, asking
for the finalist. Sreenivas called a meeting of HR team members and once
again made a close verification of the entire process. But he couldn't find
any fault in any of the recruitment and selection process. As the time went
on he became more suspicious about the delay in the announcement of the
result.
When the problem becomes so crucial Sreenivas got direction from the top
management to meet Mr. Kartik, General Manager, one of the top officials in
the organization. Mr.Kartik asked the entire process of recruitment and
selection that made on IT professionals. Sreenivas furnished the entire
details of the process in a precise report. Mr. Kartik read the entire report
and soon after made a direct comment that the recruitment and selection
process that for IT professionals need to be cancelled as he observed some
discrepancies in the process made by his department. He further directed
Sreenivas that the vacancies have to be filled through contract basis and no
permanent vacancies to be made in these positions, for one year. Further he
informed Sreenivas that another recruitment process to be done from
external candidates applied and no internal application to be entertained.
Sreenivas couldn't agree with the Mr. Kiran comment on his department's
inefficiency in the recruitment and selection process. For a while he thought
about quitting the organization, as he faced a baseless allegation from the top
management. Till date there is no black mark in his functional
dissemination. On many occasion he helped the industry to find out best
possible solutions in order to tackle the many manpower crisis. Sreenivas
became so depressed and felt quiet unhappy about the decision taken by the
management.
Mr. Sreenivas called an urgent meeting of his subordinates and
communicated the management decision and directives. He shared with the

team members that the management had greater dissatisfaction on the

recruitment and selection process done by the department. He enquired that
any one made any mistake in the process. All members denied the
probability of any mistake. As there were clear norms and regulations related
to each step and there was no dual command, they found no possibility of
creeping errors in the selection process. In the meeting he informed his
subordinates that the management freezes the appointment process for IT
professionals and asked for external recruitment on contract basis. It was
shocking news to members. They asked several questions to get a proper
clarification from Sreenivas. As Mr. Sreenivas himself unaware of the
reasons behind management decision, he informed his subordinate his
inability to give a proper reply in this regard. Sreenivas also informed this
matter to Mr. Raj.
During the evening hours, in the same day, Sreenivas got a call from Mr.
George, one of his senior-level Managers, with whom he had friendly and
informal relationship. Mr. George asked Srinivas to come to his cabin. As
per the call Mr. Sreenivas met George in his cabin. George enquired about
his family and many unofficial matters in the informal interaction. Half an
hour later, Mr. George enquired about the recruitment and selection process
of IT professionals. He shared with George all those things happened with
top management. Leaving aside the informal interaction, George initiated
formal discussion with Sreenivas. He told Sreenivas that the selected list of
IT professionals consisted two names, Mr. Avdesh and Mr. Praveen, they are
the relatives of two trade union leaders of the organization. The management
felt that being the relatives of two trade union leaders, in the long run, they
could be a threat to organization. It may create an image that the trade
unions still have a control over the decision making process in organization.
Further, the hold of trade union may expand if this selection process
materializes. Mr. Geroge informed Sreenivas that management didn't have
any doubt about the dependability and exactness of the recruitment
processes that HR departmentr did.
George further informed Sreenivas that as per the intimation from top
management he called Mr. Sreenivas and briefed about the undercurrents of
this episode. The entire news was shocking to Mr. Sreenivas. He didn't know
that the management decision had this much of undercurrents. After hearing
entire story Sreenivas become so silent and returned to his cabin.
While sitting inside his cabin, he made a silent comment that, "what a
useless effort.

Questions
1. What are the undercurrents of selection process in Alfa Chemicals?
2. How management decision justifies management effort in the
maintenance of harmonious industrial relation?
3. Do you believe that as HR Manager, Mr. Sreenivas failed to gather direct
and indirect information about the candidates?
4. How 'cancellation of appointment' decision that affect the moral of
organizational members?
5. How you interpret the dilemma of HR managers have to face in such kind
of situations.
6. What would be your decision if you have to face such situation?
7. Do you believe that trade unions have 'quota' in appointments?
8. How the decision affect the reduction of wastages and improvement of
resources.
9. Is the decision reflecting management fear towards trade union or
inability to develop a congenial industrial relationship within the
organization?
10. How you interpret the silence of Mr. Sreenivas?

ASSIGNMENT C
Q1. Which of the following was contributed by F.W. Taylor?
(a) Principles of Management
(b) Scientific Management
(c) Theory of Motivation
Q2. Management is:
(a) An Art
(b) A Science
(c) Both
Q3. Pioneer of Human Relations is:
(a) Mary Parker Follert
(b) Elton Mayo
(c) Lillian Gilberth
Q4. Henry Fayol laid down
(a) 10 principles
(b) 12 principles
(c) 14 principles
Q5. Espirit de corps means
(a) Union is strength
(b) Buyer Beware
(c) Service is our motto
Q6. The Era of Scientific Management
(a) 1830-1880
(b) 1880-1930
(c) 1930-1980
Q7. Era of Human Relations:
(a)1930-40
(b) 193080
(c) 1930-50
Q8. Which of the following skills is important in all levels of an
organisation?
(a)Conceptual
(b) Human
(c)Technical
Q9. In the.approach to management, managerial practice depends on
circumstances.
(a) Systems
(b) Contingency/Situational
(c) Empirical

Q10 Which of the following theories give managers a new way of looking
at an organisation as a whole and as a part of the larger external
Environment:
(a) Contingency theory
(b) Systems theory
(c) Theory X and Y
Q11. Who proposed that human needs develop in a hierarchical manner?
(a)Elton Mayo
(b)Abraham Maslow
(c) Chris Argyris
Q12. Decreasing the role of subordinates in decision making is known as
(a)Decentralisation
(b) Centralisation
(c) Organisation
Q13. Weber coined the term .to identify large organisations that
operated on a rational basis.
(a)Autocracy
(b)Diplomacy
(c)Bureaucracy
Q14. Which of the following determines a persons ethical or unethical
behavior?
(a)Values
(b) Procedures
(c) Rules
Q15 In which of the following situations does an intensity of an ethical
issue increase?
(a)Everyone agrees that the action is right
(b)Many people will be harmed by the action
(c)When the action has no serious impact on people.
Q16. Which level of Managers is involved in the development of plans?
(a)Top-level managers
(b) Middle-level managers
(c) All the above
Q17. Organisations use contingency plans to cope with..?
(a) Anticipated events
(b) Predetermined events
(c) Unforeseen events
Q18. describes a process by which a course of action is selected to
deal with a specific problem.
(a) Decision making
(b) Strategic planning

(c) Goal setting

Q19. power is based on the influencers ability to punish the
influence for not meeting the requirements.
(a)Referent
(b)Legitimate
(c) Coercive
Q20.A Lawyer specialized in criminal law is said to have which type of
power?
(a) Expert
(b) Referent
(c) Coercive
Q21.power refers to the influence which people or groups may
exert because people believe in them and their ideas.
(a)Referent
(b)Expert
(c)Coercive
Q22 A company has the following managersManager(Production),Manager(Finance),Manager(Marketing).This is an
example for departmentation by:
(a) Functions
(b) Products
(c) Territory
Q23. A collection of values, norms, beliefs, attitudes and habits which
directs the behavior of a group of people is known as:
(a)Culture
(b)Philosophy
(c)Rules
Q24. Which of the following is not an activity in the human resource
management
Process?
(a)Training
(b)Human Resource Planning
(c)Mission Formulation
Q25. .is the organisation function of planning for human resource
needs,
recruiting and training candidates and evaluating their performance.
(a)Resource Management
(b)Human Resource Management
( c) Employee Manangement
Q26.Which of the following involves estimating the size and makeup of the
future

workforce,and helping the organisation acquire the right number and

right kind of
people when they are needed?.
(a) Human Resource Planning
(b) Workforce Planning
(c) Organisational Planning
Q27. is formally defined as a planned effort to improve the
performance of
The employee in his area of work.
(a) Development
(b) Training
(c) Staffing
Q28 ..consists of a set of activities aimed at attracting and
selecting individuals for positions in a way that will facilitate the
achievement of organizational goals
(a)Recruitment
(b) Selection
(c)Staffing
Q29. Comparing an individuals job performance against standards or
objectives
developed for the individuals position is known as..
(a) Job appraisal
(b) Evaluation
(c) Performance appraisal
Q30. .
is the process of identifying and attempting to
attract candidates who are capable of effectively filling job vacancies.
(a)Recruitment
(b)Staffing
(c )Selection
Q31. ...involves choosing the candidates who best meet the
qualifications and have the greatest aptitude for the job.
(a) Staffing
(b) Recruitment
(c) Selection
Q32 .,proposed by Douglas McGregor,has a
positive,dynamic,flexible
And optimistic view of employees.
(a) Theory X
(b) Theory Y
(c) Theory Z
Q33. In Alderfers ERG theory,ERG stands for
(a) Existence-Relatedness gain

(b) Existence-Relatedness growth

(c) Endurance-Relatedness growth
Q34. According to Herzberg,.are job content factors which lead to
job satisfaction.
(a)Motivators
(b)Hygiene factors
(c)Context factors
Q35. In the organisation structure,positions are combined into
units on the basis of similarity of expertise,skills and work activities.
(a)Matrix
(b)Divisional
(c)Functional
Q36. The first real task in designing an organisation structure is to identify
all the activities of the organisation and group them properly.This
process of grouping
The activities is commonly known as
(a) Departmentation
(b) Centralisation
(c) Organisation.
Q37. Organisation Culture is an aspect of the ..environment of an
organisation.
(a) Task
(b) Internal
(c) External
Q38. Which management approach can be classified as
scientific,administrative and bureaucratic approach.
(a)Classical
(b)Neo-Classical
(c) Modern
Q39. Which of the following systems consists of sets of interacting
elements operating without any exchange with the environment in
which it exists
(a)Closed
(b)Open
(c)Flexible
Q40. Company G adopted a performance appraisal approach that includes
assessment
of individuals performance by his her superiors,subordinates and
peers.Which of the following method of appraisal is Company C
following?
(a)90-degree appraisal

(b)180-degree appraisal
(c)360-degree appraisal