SOUTHEAST UNIVERSITY

Southeast Business School

Final Examination
Semester: Summer, 2020
Course Code: MGT111
Course Title: Principles of Management
Section: C
Batch: 54

Submitted to,

Shamima Akter
Submitted by,

MD. Sadiqur Rahman Toky

ID: 2020010000112
 Answer to the Question 1

As an executive officer, the steps I am going to follow in order to take a proper decision in this scenario
are-

Recognize and define situation: The first step in making the right decision will be recognizing the
problem or opportunity and deciding to address it. Determine why this decision will make a difference
to my subordinates.

Identify alternatives: Once I have a clear understanding of the issue, it is time to identify the various
solutions at my disposal. It is likely that I have many different options when it comes to making my
decision, so it is important to come up with a range of options. This will help me determine which course
of action is the best way to achieve my objective .

Evaluate Alternatives: To know which alternative is best, I need to be able to weigh pros and cons of my
alternatives, then select the option that has the highest chances of success. It may be helpful to seek out
a trusted second opinion to gain a new perspective on the project issue.

Select Alternative: When it is time to make my decision, I need to be sure that I understand the risks
involved with my chosen route. I may also choose a combination of alternatives now that I fully grasp all
relevant information and potential risks.

Implement Alternative: Next, I will need to create a plan for implementation. This involves identifying
what resources are required and gaining support from employees and Organization. Getting others
onboard with my decision is a key component of executing the plan effectively, so I have to be prepared
to address any questions or concerns that may arise.

Follow up and evaluate results: An often-overlooked but important step in the decision making process
is evaluating my decision for effectiveness. Moreover, ask myself that whether it worked or what I did
well and what can be improved next time.
 Answer to the question 2

The above para discusses the process of controlling here. Because it is a basic management function
which involves of establishing benchmarks or standards, comparing actual performance against them,
and taking corrective action, if required. It helps to check the errors and to take the corrective action so
that deviation from standards is minimized and stated goals of the organization are achieved in a
desired manner.
Process of Controlling:

The Process of controlling as a figure can be shown as-

Establishment of standards- Standards are the plans or the targets which have to be achieved in the
course of business function. They can also be called as the criterions for judging the performance.
Standards generally are classified into two-

a. Measurable or tangible - Those standards which can be measured and expressed are
called as measurable standards. They can be in form of cost, output, expenditure, time,
profit, etc. of the company for production.
b. Non-measurable or intangible- There are standards which cannot be measured
monetarily. For example- performance and deviation of workers for the production,
their attitudes towards a concern. These are called as intangible standards.

Measurement of performance- The second major step in controlling is to measure the

performance. Finding out deviations becomes easy through measuring the actual performance.
Performance levels are sometimes easy to measure and sometimes difficult. Measurement of
tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative
measurement becomes difficult when has to be measured. Performance of the production cannot
be measured in quantities. It can be measured only by-

c. Attitude of the workers,

d. Their morale to work,
e. The development in the attitudes regarding the physical environment, and
Their communication with the superiors.
Comparison of actual and standard performance- Comparison of actual performance with the
planned targets is very important. Deviation can be defined as the gap between actual
performance and the planned targets. The manager has to find out two things here- extent of
deviation and cause of deviation. Extent of deviation means that the manager has to find out
whether the deviation is positive or negative or whether the actual performance is in conformity
with the planned performance. The managers have to exercise control by exception. He has to
find out those deviations which are critical and important for business. Minor deviations have to
be ignored. Major deviations like replacement of machinery, appointment of workers, quality of
raw material, rate of profits, etc. should be looked upon consciously in the organization.

Once the deviation is identified, a manager has to think about various cause which has led to
deviation. The causes can be-

a. Erroneous planning,
b. Co-ordination loosens,
c. Implementation of plans is defective, and
d. Supervision and communication is ineffective, etc.

Taking remedial actions- Once the causes and extent of deviations are known, the manager has
to detect those errors and take remedial measures for it. There are two alternatives here-

e. Taking corrective measures for deviations which have occurred; and

f. After taking the corrective measures, if the actual performance is not in conformity with
plans, the manager can revise the targets. It is here the controlling process comes to an
end. Follow up is an important step because it is only through taking corrective
measures, a manager can exercise controlling.
 Answer to the question 3

Identify the right span of supervision: Each manager or superior may have different ability and capacity
in respect of such factors as leadership, communication, decision-making, control-
affecting management of subordinates. Further, the attitudes and personality factors of the manager
also determine the right span of supervision.

Factors of span of supervision:

Manager/ supervisor: If the manager has a strong personality, commanding voice, controlling capacity
then span of supervision will be big.

Quality of sub-ordinates: If the sub-ordinates are skilled and experienced then span of supervision will
also be big.

Attitude of subordinates: if the subordinates are supportive to the manager then span of supervision
will be big.

Time available for supervision: If the manager can manage more time for supervision, the span of
supervision will be big.

Nature of work: if the task is very complex then span of supervision will be small.

Rate of labor turnover: if labor turnover rate is high then span of supervision will be small and vice-
versa.

Geographical dispersion: if employees are located at different floors then it will take more time to
supervise them so span of supervision will be small.

Supervisory help from non-supervisory people: if there is no help then span of supervision will be small.

Clarity of plans: if the plans are clear then span of supervision will be big.

Frequency of change: if there are so many changes then span of supervision will be small.

Number of relationship exist between supervisor and subordinates:

According to V.A. Graicunas’ theory, there are 3 types of relationship between Supervisor and
subordinates-

 Direct single relationship

 Direct group relationship
 Cross relationship
Formula for calculating relationship is as follows:
N=n ¿+n-1)
Here, N= no. of relationship, n= No. of subordinates.
 Answer to the question 4

Case Study:

Abstract: Rohit Narang joined Apex Computers (Apex) in November after a successful stint at Zen
Computers (Zen), where he had worked as an assistant programmer. Rohit felt that Apex offered better
career prospects, as it was growing much faster than Zen, which was a relatively small company. Rohit
joined as a Senior Programmer at Apex, with a handsome pay hike. He joined Aparna Mehta's five-
member team. While she was efficient at what she did and extremely intelligent, she had neither the
time nor the inclination to groom her subordinates. Time and again, Rohit found himself thinking of
Suresh, his old boss, and of how he had been such a positive influence. Aparna, on the other hand, even
without actively doing anything, had managed to significantly lower his motivation levels.

Issues: Motivation and need of recognition.

Introduction: Rohit Narang joined Apex Computers (Apex) in November after a successful stint at Zen
Computers (Zen), where he had worked as an assistant programmer. Rohit felt that Apex offered better
career prospects, as it was growing much faster than Zen, which was a relatively small company. At Apex
he joined Aparna Mehta's five-member team. While she was efficient at what she did and extremely
intelligent, she had neither the time nor the intention to groom her subordinates. She is not a good
supervisor and never motivates her subordinates. Aparna, on the other hand, even without actively
doing anything, had managed to significantly lower his motivation levels.

1. Maslow's Hierarchy of Needs Theory

1. Physiological Needs (Primary issues of survival in job market e.g. salary and
stability of employment)
2. Security Needs (classified as stable physical and emotional environment
issues namely benefits, pension, safe work environment, and fair work practices
and ethical workplace)
3. Belongingness Needs (social acceptance issues such as friendship or
cooperation on the job,respected member of a team)Lack of response by team
Leader Aparna blows holes in the achievement of this important need as
analysed from Rahul's mental framework
4. Esteem Needs (positive self-image and respect and recognition issues such as
job titles, nice work spaces, and prestigious job assignments.)Rahul changed
over from smaller firm to bigger firm in the quest for this emotional.
2. Rohit needs to understand Madam Aparna's way of working. The lady is
good at her job and must have seen earlier success and does not feel
the need to change. However Rohit must persevere in his work which
should be of acceptable standards and within time.No point trying to
change the boss,but change your way of working.The boss will notice
the results and change. Some bosses are exactly like the lady team
leader and way to win them is not by any confrontation or pressure. Put
 up the work in proper fashion and only time and good working results
can change her mental attitude/way of working.
3. Characteristics and Skills a leader must have to ensure a positive
influence towards the followers:

Characteristics:

1. establishing a clear vision,

2. sharing that vision with others so that they will follow willingly,
3. providing the information, knowledge and methods to realize that vision, and 
coordinating and balancing the conflicting interests of all members and stakeholders.

Skills:

 Effective communication - it's more than just being able to speak and write. A leader's
communication must move people to work toward the goal the leader has chosen.
 Motivation - a leader has to be able to motivate everyone to contribute. Each of us has different
"buttons". A leader knows how to push the right buttons on everyone to make them really want
to do their best to achieve the leader's goal.
 Planning - the leader has a plan to achieve the goal. He/she doesn't get too bogged down in the
details, that's what managers are for, but rather uses a high level plan to keep everyone moving
together toward the goal.