DECEMBER 2021 P/ID 77501/PMBA/

PMB1A/PMBSA
Time : Three hours Maximum : 100 marks
PART A — (5 × 6 = 30 marks)
Answer any FIVE questions.
1. Write a note on the scientific principles of F.W
Taylor.

Mr.F.W.Taylor explained his principles of scientific management. He starts by

describing what he considered the best system of management then in use, the system
of "initiative and incentive". In this system, management gives incentives for
better work, and workers give their best effort. The form of payment is practically
the whole system, in contrast to scientific management.
Taylor's scientific management consisted of four principles:

*First.* They develop a science for each element of a man's work, which replaces
the old rule-of-thumb method.
*Second.* They scientifically select and then train, teach, and develop the
workman, whereas in the past he chose his own work and trained himself as best he
could.
*Third.* They heartily cooperate with the men so as to ensure all of the work being
done is in accordance with the principles of the science which has been developed.
*Fourth.* There is an almost equal division of the work and the responsibility
between the management and the workmen. The management take over all work for which
they are better fitted than the workmen, while in the past almost all of the work
and the greater part of the responsibility were thrown upon the men.

Under the management of "initiative and incentive", the first three elements often
exist in some form, but their importance is minor. However, under scientific
management, they "form the very essence of the whole system". Taylor's summary of
the fourth point is Under the management of "initiative and incentive" practically
the whole problem is "up to the workman", while under scientific management fully
one-half of the problem is "up to the management". It is up to the management to
determine the best method to complete each task through a time and motion study, to
train the worker in this method, and keep individual records for incentive based
pay.

2. Discuss the factor influencing planning.

There have been companies which have failed because of improper planning and poor
implementation. Imagine yourself walking blindly in a room which has nails kept on
the floor haphazardly.

Here are the below mentioned factors influencing proper planning.

*1) Management and Executive time / input*

The executive and middle level managers of your company are the ones most in touch
with the end customers. They know the external environment and competition in and
out. This new plan can bring better results for the company.

*2) Commitment*
There is no use of making a time table or having an organizer if you don’t use
it. Similarly, there is no use of planning if you do not follow it. While planning,
you should not ignore the time and resource commitments you will have to make to
implement the plan.

*3) Cost*
No plan is complete without the costing factor. There is a software known as
business planning pro. This software which does business planning for you has 60–
80% of tools which are focused on financial planning and forecasting. Determining
the cost of implementing your plan is crucial.

*4) Research*
Research was initially used by only the top organizations. At that time, research
was for discovering new products and finding new markets. However, with a
tremendous increase in buying power, competition and the overall options available
to consumers, research has become a necessity.

3. Differentiate policy with procedure with an

example.

4. What is authority? How does it differ from power?

Authority is legal and formal right to a person, who can take decisions, give
orders and commands to others to perform a particular task. It is conferred to high
officials, to accomplish organisation’s objectives. It is hierarchical in nature,
it flows downward, i.e. delegated from superior to the subordinate.

In general, authority is exercised to get things done through others. As the

authority lies in the designation, in the absence of authority, the position
offered to the person would be of no use. Moreover, it is restricted to the
organisation only.

1)Power is defined as the ability or potential of an individual to influence others

and control their actions. Authority is the legal and formal right to give orders
and commands, and take decisions.
2)Power is a personal trait, i.e. an acquired ability, whereas authority is a
formal right, that vest in the hands of high officials or management personnel.
3)The major source of power is knowledge and expertise. On the other hand, position
and office determine the authority of a person.
4)Power flows in any direction, i.e. it can be upward, downward, crosswise or
diagonal, lateral. As opposed to authority, that flows only in one direction, i.e.
downward (from superior to subordinate).
5)The power lies in person, in essence, a person acquires it, but authority lies in
the designation, i.e. whoever get the designation, get the authority attached to
it.
6)Authority is legitimate whereas the power is not.

5. Discuss the merits and demerits of narrow and

wide span of control.

6. "Communication is a two-way process"–Discuss.

When a communication channel pushes the flow of information in two directions, back
and forward, it is called two-way communication. In two-way communication, a sender
transmits a message to the receiver and the said receiver sends back his reaction
or response to the original sender in terms of feedback. So, communication having
feedback provision can be defined as two way communication system. Face to face
conversation phone conversation are the example of two way communication.
Keth Davis stated as, in two way communication, the speaker sends a message and the
receiver’s responses come back to the speaker.
Two-way communication is a complete communication process because there is a flow
of message from a sender to a receiver and back to the sender.

Two way communications can be horizontal or vertical. When superior and subordinate
communicate to each other, it is called vertical communication. There is a
communication happening between persons of same designation, level or position, it
is defined as horizontal communication.

Consequently, two way communications is an effective communication system, because

it can be provided message and feedback to the receiver and sender. Communication
becomes more effective when proper actual understanding of sent message remains to
receiver and feedback is provided by receiver. In two-way communication contains
these processes. Thus, Importance of two way communication in every sector of
business remarkable.

7. In what sense, coordination is called as the

essence of management.

8. In what way planning and control are related to

each other?

Planning and controlling are two separate fuctions of management, yet they are
closely related. The scope of activities if both are overlapping to each other.
Without the basis of planning, controlling activities becomes baseless and without
controlling, planning becomes a meaningless exercise. In absense of controlling, no
purpose can be served by. Therefore, planning and controlling reinforce each other.
According to Billy Goetz, " Relationship between the two can be summarized in the
following points

1.Planning preceeds controlling and controlling succeeds planning.

2.Planning and controlling are inseperable functions of management.
3.Activities are put on rails by planning and they are kept at right place through
controlling.
4.The process of planning and controlling works on Systems Approach which is as
follows :
5.Planning and controlling are integral parts of an organization as both are
important for smooth running of an enterprise.
6.Planning and controlling reinforce each other. Each drives the other function of
management.

In the present dynamic environment which affects the organization, the strong
relationship between the two is very critical and important. In the present day
environment, it is quite likely that planning fails due to some unforeseen events.
There controlling comes to the rescue. Once controlling is done effectively, it
give us stimulus to make better plans. Therfore, planning and controlling are
inseperate functions of a business enterprise.

PART B — (5 × 10 = 50 marks)

9. What do you understand by stem? Discuss

management as a system bringing out its basic
features as such.
10. Describe the procedure as a type of plan. How does
it differ from policy and rule?

Procedures are the next types of plan. They are a stepwise guide for the routine to
carry out the activities. These stepwise sequences are to be followed by all the
employees so the activities can be fulfilled in an organized manner.

The procedures are described in a chronological order. So when the employees follow
the instructions in the order and completely, the success of the activity is pretty
much guaranteed.

Take for example the procedure of admission of a student in a college. The

procedure starts with filling out an application form. It will be followed by a
collection of documents and sorting the applications accordingly.

Policy
Policies are generic statements, which are basically a guide to channelize energies
towards a particular strategy. It is an organization’s general way of
understanding, interpreting and implementing strategies. Like for example, most
companies have a return policy or recruitment policy or pricing policy etc.

Policies are made across all levels of management, from major policies at the top-
most level to minor policies. The managers need to form policies to help the
employees navigate a situation with predetermined decisions. They also help
employees to make decisions in unexpected situations.

Rules
Rules are very specific statements that define an action or non-action. Also, rules
allow for no flexibility at all, they are final. All employees of the organization
must compulsorily follow and implement the rules. Not following rules can have
severe consequences.

Rules create an environment of discipline in the organization. They guide the

actions and the behaviour of all the employees of the organization. The rule of “no
smoking” is one such example.

11. The term strategy is frequently used to denote

specific course of action that can be taken to
achieve an organisation's goals usually in the
context of a competive environment. Explain. How
does strategy differ from policy and tactics?

Policy is non-contextual, it attempts to anticipate a context, and provide a

solution. “If X, then do Y.” Good policy is useful because the more established and
appropriate it is to respond to a given issue, the more quickly an organization
will respond and correct the issue, or complete the mission. Rules of Engagement
would be a good example of a policy. However, established policy also means an
organization is more inflexible, and may not innovate to a new situation as
quickly, or be burdened by contextually unnecessary policies. General war doctrine
would also fall into the category of policy.

Strategy is contextual. It defines the overall objective of a specific conflict.

What is the end goal of the war, to capture territory, overthrow the government,
destroy their army? Strategy accounts for factors outside of combat, politics, long
term logistics and finance, military organization. The strategy will also determine
the most efficient way to use the totality of resources available to accomplish the
given war objective. Strategy will dictate tactics.

Tactics are very contextual. While strategy is about the big picture, maps, and
keeping the army together, tactics play out on the micro level in response to very
specific objectives and situations. The strategist will say “We need to capture
city X.” The tactician will then break that larger task down into smaller
objectives and figure out the best way to accomplish those goals. How do you fight
the enemies tanks? What do you do if your enemy is hiding inside a city? We need to
control that hill to cover the surrounding area. These would all be examples of
tactics.

All of these 3 layers are important to consider when analyzing a conflict. In my

opinion, strategy is the most critical, good policies will help and if your
soldiers have great tactics they can achieve some amazing results, but if you don’t
have a long term plan for the specific conflict you are fighting, then there is no
possibility for victory.

12. What are the main pillars of classical

organisational theory? Do classical writers treat
organisation as a closed system?

13. 'Absolute decentralisation is an hypothetical as

absolute centralisation'. Discuss. Explain the
factors which affect the degree of decentralisation.

14. 'Communication is sharing of understanding'

Discuss. Bring out the process of communication.

All communication is composed of three parts that make a whole: sharing,

understanding, and meaning.

Sharing means doing something together with one or more person(s). In

communication, sharing occurs when you convey thoughts, feelings, ideas, or
insights to others. You also share with yourself (a process called intrapersonal
communication) when you bring ideas to consciousness, ponder how you feel about
something, figure out the solution to a problem, or have a classic “Aha!” moment
when something becomes clear.

The second key word is understanding. “To understand is to perceive, to interpret,

and to relate our perception and interpretation to what we already know.” (McLean,
2003) Understanding the words and the concepts or objects they refer to is an
important part of the communication process.

Finally, meaning is what you share through communication. For example, by looking
at the context of a word, and by asking questions, you can discover the shared
meaning of the word and better understand the message.

a)Interpersonal communication is any message exchanged between two or more people.

b)Written communication is any message using the written word.
Verbal, or oral, communication is any message conveyed through speech.
c)Nonverbal communication is any message inferred through observation of another
person.

15. 'Coordination is the essence of management'–

Discuss.
Coordination: The Essence of Management:
Coordination brings unity of action and integrates different activities of
organisation. Coordination is considered as the essence of management because of
following reasons

1. Coordination is needed to perform all the functions of management:

(i) In planning coordination is required between main plan and supportive plans of
different departments.

(ii) In organising coordination is required between different resources of an

organization and also between authority responsibility and accountability.

(iii) In staffing coordination is required between skill of a person and job

assigned to him, between efficiency and compensation etc.

(iv) In directing function coordination is required between superior and

subordinates, between orders, instructions, guidelines and suggestions etc.

(v) In controlling function coordination is required between standards and actual

performance.

2. Coordination is required at all the levels:

(i) Top level requires coordination to integrate all the activities of organisation
and lead the efforts of all the individuals in one common direction.

(ii) Coordination is required at middle level to balance the activities of

different departments so that these can work as a part of one organisation only.

(iii) Lower level requires coordination to integrate the activities of workers

towards achievement of organisational objectives.

3. Coordination is the most important function of an organization:

Any company which fails to coordinate its activities cannot survive and run
successfully for a long period of time.

For example, Allwyn Company, established in 1942, was the first company to produce
a double-decker bus. It was running successfully as a leading electronic industry,
especially in refrigeration industry. By the end of 1980 the company faced the
problem of coordination. There was lack of balance and integration of different
activities; as a result the company started facing huge losses and by 1993 company
had an accumulated loss of Rs. 168 crore. Company failed to balance its
departmental activities and product folios.

So in short we can say without coordination no company can work efficiently and
earn profit.

16. 'Performance appraisal is a controlling technique'–

Justify the statement.

Control techniques provide managers with the type and amount of information they
need to measure and monitor performance. The information from various controls must
be tailored to a specific management level, department, unit, or operation.
To ensure complete and consistent information, organizations often use standardized
documents such as financial, status, and project reports. Each area within an
organization, however, uses its own specific control techniques, described in the
following sections.

Human resource controls help managers regulate the quality of newly hired
personnel, as well as monitor current employees' developments and daily
performances.

On a daily basis, managers can go a long way in helping to control workers'

behaviors in organizations. They can help direct workers' performances toward goals
by making sure that goals are clearly set and understood. Managers can also
institute policies and procedures to help guide workers' actions. Finally, they can
consider past experiences when developing future strategies, objectives, policies,
and procedures

Common control types include performance appraisals, disciplinary programs,

observations, and training and development assessments. Because the quality of a
firm's personnel, to a large degree, determines the firm's overall effectiveness,
controlling this area is very crucial.

Increasingly, computers are being used to collect and store information for control
purposes. Many organizations privately monitor each employee's computer usage to
measure employee performance, among other things. Some people question the
appropriateness of computer monitoring. Managers must carefully weigh the benefits
against the costs—both human and financial—before investing in and implementing
computerized control techniques.

PART C — (1 × 20 = 20 marks)
Compulsory
17. Mr. kamal after his M.B.A degree from USA,
joined as office manager in a company. He changed
the timing as 10.30 AM to 5.30 PM. In stead 10
AM to 5 PM. and announced the change officially.
Initially there was no reaction; but, after two days
there was written memordam by all office
personnel asking to restore old timing. He thought
it is necessary to build cooperation initially with
informal get-together. He thought of having
monthly dinner party with all members. All need
to bring home made food. This scheme was
announced by placing it on the information
bulletin of the company. In the notice, it was also
invited suggestions from the members for making
the scheme successful. Two weeks passed and
there were no suggestions. Two days to go for the
dinner, he overheard the conversation of two
members:
I person: What are you going to bring? I am
bringing Bhelpuri.
II person: I will bring chana and laughed. Mr.
kamal felt that no one is concerned
about his scheme.
P/ID 77501/PMBA/
PMB1A/PMBSA
4
Questions:
(a) What were the reasons for not supporting
the action of Mr. kamal by the employees?
(b) Advice Mr. kamal how to proceed about in
this matter.
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