INTERNAL ASSIGNMENT APPLICABLE FOR JUNE 2021 EXAMINATION

COURSE: MANAGEMENT THEORY AND PRACTICE

ANSWER 1.
INTRODUCTION
Management Information System (MIS) is an integrated computerised system that equips the managers in the
organisation with information and tools for effective decision making. It collects data, processes, validates,
transforms and presents it into meaningful and usable information for planning, organising, directing, and
controlling resources to achieve organisational goals and objectives.
Tanishq Jewellers want to set up MIS in their organisation to manage the information better across the
organisation. It can help Tanishq in employee record keeping, invoicing, inventory management, project
planning, customer relationship management, business analysis etc.
CONCEPT & APPLICATION
Here is everything Tanishq should know about MIS
CHARACTERISTICS OF MIS
• Management Orientation
It facilitates the management by providing the right information to the right manager at the
right time.
• Management Directed
It helps the top management by providing ample information for effective and efficient decision
making, thereby increasing organisational productivity.
• Integrated System
MIS is a combination of various management operations and activities. It provides a blend of
information from several operational areas, facilitating better departmental coordination and
proper decisions. For instance, in a manufacturing organisation, to decide the optimum level
of output to be produced, the production department would require insights into the sale and
inventory of the organisation.
• Common Data Flow
It supports various views of system analysis such as avoiding duplication, combining similar
functions and simplifying operations. it minimises data processing and maximises output
generation.
• Heavy Planning Element
MIS is planned and designed to ensure the proper integration between various elements such
as hardware, software, database, information processing and feedback. Therefore, there's a lot
of planning that goes into making MIS a success.
• Subsystem Concept
MIS is made up of various other systems that interact and communicate with one another to
support the decision-making process. These systems perform functions to make MIS work. A
well-defined hierarchy is present in this system, which clearly explains the relationship
between different subsystems and their relation with the primary system.
• Common Database
A common database acts as a mortar that binds the functional systems or different subsystems
together. It integrates the information and serves information to various departments in the
organisation.
• Flexibility
Modifications can be made in MIS as per the change in the business environment. For example,
consumer demand is dynamic, and it keeps changing over time. Relevant information can be
updated in MIS to maintain accuracy in decisions making.
 COMPONENTS OF MIS
A management information system is made up of six major components, and they're as follows:
• People
A system can't manage itself. It requires people to manage and operate it. Likewise, MIS cannot
facilitate the management with usable information if it's not operated well by the people.
The people components of MIS is divided into two categories,
➢ End-users: they use the information provided by MIS like, HR manager, production
manager, sales executives etc.
➢ Information System Specialists: They're the ones who work in the back end in
developing and operating MIS like system operators, software developers etc.
• Hardware
Hardware includes all kinds of physical devices used to operate MIS like CPU, mouse, desktop,
keyboard, etc.
• Software
Software is a series of commands that controls and operates the hardware.
The software can be of two types
➢ Programs: They are already built-in computers like Operating system, i.e. Windows,
Mac OS and Application Software.
➢ Procedures: These are implemented by an organisation as per its needs and
requirements like information distribution procedure and data entry procedure
• Data
Data is the raw and unorganised facts and observation like day to day business transactions.
For Tanishq, data could be in the form of daily footfall, sales etc.
• Network
It is a group of computers that are interconnected with each other to share information.
Examples would include the internet, intranet and extranet.
There are two types of resources in the MIS network
➢ Communication media: It consists of cellular and satellite technology, coaxial cable.
➢ Network support: It includes integration of all hardware, software and technologies to
operate MIS.
• Information
The raw data that is processed, analysed, and presented in the form of flowcharts and graphs is
called information. It is of material aspect to the management and is used to make effective
decisions.

ADVANTAGES OF MIS
• It transforms a vast volume of data into definite information that is easily comprehended.
• It provides information to all tiers of the management, which helps in nurturing decentralisation
in the organisation.
• It facilitates effective planning and evaluation.
• It advances coordination amongst departments as information is readily available to everyone
• Business reports generated by MIS helps an organisation identify its strengths and weaknesses.

LIMITATIONS OF MIS
• It has a high cost of maintenance.
• A heavy load of data can lead to technical failures.
• It is not a substitute for effective management or managerial judgment as it lacks the ability to
provide innovative solutions in critical situations.
• Accountability issues can surface due to the integration of departments.
• It incurs high development cost.
CONCLUSION
As the name suggests, an MIS is a system curated to manage information within a firm. Businesses use MIS
at all levels of the organisation to collect, process, and store data. It not only integrates all the departmental
and functional areas of the organisation but also gives a bird's eye view of the entire working to the top
management. It helps decentralise authority within the organisation, promoting better coordination, analysing
various variables of business's functioning and churning data. All this incurs a high cost of installation,
maintenance and training. It is also observed that MIS is not a substitute for an effective administration, but it
can ease the management's work and help them yield better results with much fewer efforts.

ANSWER 2.
INTRODUCTION
Corporate culture is a framework of shared values, beliefs, assumptions and working habits of people in an
organisation. It determines the way individuals interact with each other internally and accommodate
themselves in the external environment.
Premier Automobiles plans to set up a base in various countries across Europe. In such a case, managing
cultural differences can be challenging for managers. It becomes crucial for managers to consider various
aspects of the corporate culture.
Premier Automobiles can use Hofstede's five dimensions of culture to analyse and understand the culture
before setting up a base in those countries. The theory of Hofstede's cultural dimensions collectively exhibits
the impact of the culture on the values of the members of the society. It showcases the relationship between
these values and people's behaviour in that particular society using a definite structure based on factor analysis.
It studies various cultural dimensions in a specific country and rates them on a scale of 0-100.

CONCEPT & APPLICATION

Hofstede's five dimensions of culture are as follows:
• Power Distance
It indicates the degree of inequality that persists in a country and is accepted by people belonging to
that particular country. In countries where there's a high power distance, uneven and hierarchical
power distribution is accepted by people. Whereas in countries with a low power distance, power is
evenly dispersed, people question authority and attempt to distribute power.
In Europe, Romania and Slovakia have the most power distance index. Organisations in such countries
are more centralised, and there are huge gaps in compensation, respect and authority. On the other
hand, in countries like Austria and Denmark, organisations are more close-knit and decentralised.

• Individualism versus Collectivism

It indicates the degree of interdependence a society has amongst its members. Individualism is the
tendency of individuals to give supreme importance to personal accomplishments. Whereas,
Collectivism is the tendency of individuals to treat themselves as a part of the group and have tightly
integrated relationships ties. Collectivism focuses on 'we', while individualism focuses more on 'I.'
In Europe, Hungary and Italy are highly individualist nations. Here, People refrain from forming a
relationship with anyone outside their intimate family. Organisations in such countries cater to
individual's personal interest, and employees success is based on individual performance.
 On the other hand, Bulgaria and Romania are collectivistic nations. Here, individuals form an
attachment with the employees of the company. Organisations in such countries cater to the group's
interest. Success or failures are common to the whole group.

• Masculinity versus Femininity

Hofstede's described masculinity as a preference in society for achievement, heroism, assertiveness,
power and material rewards for success. In contrast, femininity is described as a preference for
cooperation, compromise, modesty, caring for the weak, quality of life and friendship. The
fundamental topic of interest in this dimension is what motivates people.
In Europe, Sweden and Netherland are feminine nations. Organisations in these countries are more
performance-oriented, and individuals focus on money and achievements, which acts as a motivator.
On the other hand, Hungary and Slovakia are masculine nations. Organisations in these countries are
more focused on quality of life.

• Uncertainty Avoidance
Uncertainty avoidance indicates the degree of tolerance towards uncertainty and ambiguity in a
society. It explores the extent to which individuals in the community feel threatened by an ambiguous
or unknown situation and their reflexes, beliefs and institutions to avoid these circumstances.
Nations that score a high degree on this index prefers strict codes, conduct, guidelines and laws. These
nations are rigid, conservative and well structured. Countries like Belgium and Poland score high on
this dimension.
Whereas nations that score a lower degree in this index are more open to differing thoughts and ideas,
have fewer regulations, and the environment is more flexible. People in these nations don't fear change
and challenges but willingly deal with them. Denmark and Sweden are examples of such countries.

• Long-Term Orientation
The dimension explores the extent to which people are willing to value long term orientation. It
considers the nation's connection with the past and its link with the current and future actions and
challenges. A lower degree of this index or a short-term orientation indicates that traditions are
consistently honoured and kept. On the contrary, A high degree in this index or a long-term orientation
view adaptation as necessary. People in these nations adopt practices and values that would triumph
in the future, too, as they believe that truth depends on the context, situation and time.
Germany has a high score in this dimension. Thus, it follows a long-term orientation. It has been
observed that danish people have great respect for their past and traditions. They follow the short-term
orientation or rank low on this dimension.
CONCLUSION
The organisations have been highly diverse. It is mainly due to the movement of people from their home
country to other countries seeking employment. MNC's also count upon expatriates to take care of their local
operations. All this can lead to cross-cultural misunderstanding and tension. Therefore, It can be concluded
that Hofstede five dimensions of culture should be used by Premier Automobiles as it is a great resource to
analyse the impact of culture on work and life. It can further be used to mitigate these irregularities and help
the organisation in being more productive.

ANSWER 3.
3A.
INTRODUCTION
The Covid-19 pandemic has revolutionised businesses to a great deal all over the world. The 3D printing
companies is one of many. 3D printing uses computer-aided design (CAD) to produce three-dimensional
articles ranging in shape, size, rigidity and colour via layering material such as plastics, composites or bio-
materials. In the current scenario, 3D printing has been increasingly used to manufacture and meet the
unprecedented demand for medical equipment and protective gears like face shield, nasopharyngeal swab kits,
splitters that allow multiple patients to use a single ventilator and oxygen masks etc.
Although the change is inevitable in any organisation, given the dynamic, fast-paced, ever-changing and
complex business environment, many companies are reluctant to make adjustments to ensure their
sustainability. It is called resistance to change.
Resistance is usually triggered by rationality or emotions. Rational resistance is where the organisations lack
proper knowledge or information about the change. On the other hand, emotional resistance arises due to
psychological problems of fear, anxiety, doubt or uncertainty.

CONCEPT & APPLICATION

Reasons behind resistance to change
• Lack of capabilities
Employees may second guess their ability to contribute and bring about the much-needed change.
Thus, they resist it.
• Lack of incentives
Employees withstand working more on the same pay grade and feel that the change won't help them
fetch lucrative incentives. They may resist the change if the excessive workload of manufacturing
protective gears and medical devices is not matched with a hike in salary.
• Fear of technical upgradation
Employees feel that machines can substitute them, which raises the fear of unemployment within them.
It is the case in the 3D printing industry as the manufacturing is carried out using computer-aided
design.
• Fear of salary reduction
Employees might fear that the improvement brought by the change may reduce the working hours,
thereby reducing the salary.
• Uselessness of skills
People working in the given company may fear that their current skill set may not be relevant in the
future or may get obsolete. Their insecurity about being able to learn a new skill makes them resist
change.
• Habits/Comfort
People working for the 3D printing company may be too comfortable or habitual to a particular way
of working. Thus, it makes them resist anything new.
• Ego-defensiveness
A superior might discard the idea presented by a junior executive due to ego. It might come in the way
of change.
CONCLUSION
The company in consideration is facing resistance to change induced by fear and lack of knowledge. The
company's manager should encourage their employees to overcome fear to succeed in the transformation
and help the company obtain a competitive advantage. They should also be provided with relevant
information on the subject to cater to the lack of knowledge. The company should keep evolving as per the
need of the situation and use the pandemic as an opportunity to dwell into a new product line, make
revenues and reduce the gap between demand and supply at the time of crisis.
3B.
INTRODUCTION
Many countries witnessed an acute shortage of medical equipment and protective gears during the onset of
the Covid-19 pandemic. Global supply faced disruption making the urgent transportation of goods a huge
challenge. Whereas, Digital files suffered no such troubles, and locally printed items could serves as an
optimum solution to bridge the gap between supply and demand.
People are often hesitant to any change. The 3D printing company may face resistance from its employees,
which may reflect in their performance as disinterest in work or even in the form of strikes, shutdown or
increased absenteeism. Therefore, it becomes crucial for an organisation to take the employees on board before
bringing about a change. Management should use constructive measures to manage resistance to change.
CONCEPT & APPLICATION
Managing resistance to change
The following measures can be used to manage resistance to change:
• Facilitation
Managers should work collectively with the employees to facilitate change and assist them in making
the transition and fostering adaptability. The support of the management will liberate the employees
of the psychological distress associated with change.
• Education
Managers must educate the employees with the reasons for the change, benefits associated with the
change and the skill set required to implement it. Knowledge and certainty would instil their trust and
boost confidence in the matter, which may help them deal with the change in a better way. They can
be made aware of the situation of Covid-19 and how their initiative will help save lives.
• Involvement
Employees should be involved in the process of planning and implementing change. They should be
encouraged by the managers to give their valuable suggestions and inputs for the same. Involvement
alone can help them adapt to the change as it would reduce the fear of uncertainty and provide adequate
knowledge on the subject.
• Negotiation
Managers and employees should indulge in a healthy discussion and come on common grounds before
proceeding with the change. Negotiation can help in mitigating the risk of strikes, shutdowns and
absenteeism.
• Training programs
The employees should be made well versed with all aspects relating to the change and trained to
implement it. Regular team meetings, effective communication and team-building activities should be
arranged to foster acceptance and adaptability.
CONCLUSION
Covid-19 has changed the way the business was done. This change was unavoidable. The company dealing in
3D prints also has to change the way to stay prevalent in the market, but measures can be taken to make the
transition smoother. Education, facilitation, training, involvement and negotiation can foster a healthy shift
and manage the resistance. The workforce should be made aware of the change, factors that led to it and the
benefits it has to offer. They should include the force in planning and implementing change, and sufficient
training must be given to facilitate it. The survival of the company here depends on how they manage
resistance and enforce the much-required change.