1Ans).

Introduction
In today’s increasingly global world and workplace, cultural differences in leadership have
become a prominent topic of discussion in society. Professor Geert Hofstede’s Cultural
Dimensions Theory, an internationally recognized framework for cross-cultural
interactions based on six key dimensions was a comprehensive study on culture and
its influence on values in the workplace. Individualism versus collectivism is one of the
important dimensions in Hofstede’s Cultural Dimensions Index. Hofstede defined culture
as, “The collective programming of the mind distinguishing the members of one group or
category of people from others.” The idea of culture, its causes, and its effects are subject
to constant research, theorization, and debate. The culture of an organization is well-
versed by its awareness, assessment, and response to the internal and external features
shaping it. Culture affects behavior and is therefore important to the performance of an
association.
Gerard Hendrik Hofstede was a Dutch social psychologist, IBM employee, and Professor
Emeritus of Organizational Anthropology and International Management at Maastricht
University in the Netherlands, well known for his pioneering research on cross-cultural
groups and organizations. He in his pioneer study looking at differences in culture across
modern nations, identified four dimensions of cultural values: Power distance,
Individualism, and collectivism, Masculinity/femineity, Uncertainty avoidance, long term
orientation.
1. Power distance: - It describes the degree of power inequality that exists in a particular
region and is accepted by people. For an organization to work and perform, a power
distance is required to train newer members of the organization, so that they can work in
a close team and have faith in management’s decisions. Hence a set of organizational
rules and hierarchy will help old staff to train new members and also create a power
distance so that the newer staff can decrease the gap in compensation, and gain more
respect in the organization. The flow of decisions remains streamlined and decision taken
at the top management is gainfully accepted by the people at lower levels which will help
the organization to perform better as a whole.
2. Individualism and collectivism: individualism may not work in an organization such as
the retail sector as the cooperation across different spaces play a vital role in
organizational development whereas individualism focus on the growth of the self and
collectivism refers to the tendency of people to treat themselves as the part of the group
which helps the goals of the company to meet its very ends. Individualistic cultures are
those that prioritize the needs of the individual over the needs of the group. As a result,
social behavior at large is dictated by the attitudes and preferences of individuals.
3. Masculinity/femineity: - Retail sector should adapt masculinity for achievement and
power. Since the sector experiences, huge competition in the market and masculinity
helps in improving the performance of the company in the competitive market. Whereas
the femineity approach may harm the retail giant, it would not stand in the market for long.
Masculinity and Femininity refer to the circulation of sensitive roles between the genders.
Masculine principles value competitiveness, assertiveness, material success, ambition,
and power. Female principles place more value on relationships, quality of life, and more
concern for marginalized groups like the homeless, persons with disabilities, and
refugees. In masculine cultures, variances in gender roles are very dramatic and much
less fluid than those in feminine principles where women and men have the same values
that highlight modesty and caring. Masculine cultures are also more probable to have
strong opinions about what creates men’s work versus women’s work, while societies low
in masculinity permit much greater overlap in social and work roles of men and women
4. Uncertainty avoidance: - Retail sector depends upon various ambiguity such as market
price, demand and supply of goods, govt rules and guidelines on import and export, which
in turn impact the business of these sectors, hence all the things are uncertain and wants
a certain amount acceptance towards uncertainty and ambiguity hence one should train
the team to enthusiastically accept challenges ad changes. It addresses a society’s
tolerance for uncertainty and ambiguity. It replicates the extent to which groups of a
society attempt to cope with anxiety by minimizing uncertainty. Another, more simplified,
way to think about Uncertainty Avoidance is how threatening change is to a culture.
People in cultures with high Uncertainty Avoidance tend to be more emotional, try to
minimize the unknown and unusual circumstances, and proceed with carefully planned
steps and rules, laws, and regulations. Low Ambiguity Avoidance cultures admit and feel
comfortable in unstructured circumstances or changeable surroundings and try to have
as few rules as possible. People in these cultures tend to be more accepting of changes.
5. long-term orientation: Every organization is governed by a set of rules and values which
describes its true nature and practice of business, organization governed by a set of
values has a long-term influence on the people and it also helps in gaining the trust of the
customers. Therefore, every individual must be trained to exercise the values and
ethnicities of the company. Long-term orientation defines a society’s period horizon; the
degree to which morals encourage delaying gratification or material, social, and sensitive
needs of the members. The long Term places more importance on the future, pragmatic
values, oriented toward rewards like determination, prudence, saving, and capacity for
adaptation. Short-term values are related to the past and the present with emphasis on
instant needs, quick outcomes, and unrestrained expenditure often in response to social
or ecological pressure.
Conclusion
Since the retail sector is operating in the different areas of the country it is best to
understand the various factors of Hofstede’s five dimensions. The factors stated above
will help the listed retail sector to work in harmony with the other people in the organization
and will also help in the growth of the firm. The HRs of the firm may also get a
benchmarking for recruiting suitable candidates for the job.
2 Ans). Introduction
Every enterprise has to deal with a lot of problem statements for which it needs various
necessary inputs to solve these problems. Managerial decision-making plays an
important role in overcoming such problems. Every decision made by the manager
ultimately affects its overall business performance. Therefore, a manager must be care
full in adapting various decision methods that can be implemented in the company. A
decision is said to be effective if it is made within the given time and by utilizing the
available resources carefully.
In the given question the problem statement is as follows: - “a manager is needed to
deploy some additional developers to be based on site. He has a meeting with the HR for
the same and needs to give a plan of resource deployment to the HR with clarity on how
many new members vs how many current developers can be deployed on-site” and with
context to “various types of decisions managers typically make based on nature of the
decisions, level of the management or capacity”.
Various types of the decision based on the nature of the decision are as follows:-
Programmed decisions: - These are set of decisions that are repetitive and are made on
regular basis. These decisions are based on experience and lessons learned from
previously performed activities in the organization. These past trends and repetition help
to frame a set of rules and hence these are categorized under programmed decisions as
they may not change for that process. For example, the Medicine manufacturing set
follows the same type of process for the manufacturing process as prescribed by the rules
of govt which makes it a programmed routine for the manufacturing process to undertake
the same process on a repetitive basis.
Non-programmed decision: - These decisions are based on the situation. These decisions
are made when uncertain problems or unexpected organizational opportunity arises in
the company. The managers are required to carefully analysis of all business factors.
Such decisions require wide experience and an analytical approach; hence it is taken by
the top management of the company. These decisions are also called high-involvement
decisions and can be taken as a part of the lesson learned for future projects.
Level of Management: - According to the level management there are three levels of
management namely
Strategic level: - These decisions are taken by the head of the organization which includes
the board of directors, CEO, and managing director. It helps in the vision building of the
company along with the mission of the organization and business strategy. These are
long-term decisions of the organization and require a large investment in terms of money
and resources. Since these decisions are taken by the top management of the company
it is forced on the other employees of the company to follow which is followed by everyone
hence these are complex and cannot be questioned by other than an official of the
 company. They are risky as the fate of the company depends upon the decision of the
company
Tactical level (Middle level):- These decisions are taken by the middle management of
the organization and Decisions about various policy matters of the organization are policy
decisions. These are taken by the top management and have a long-term impact on the
functioning of the concern. For example, decisions regarding the setting up of a factory,
the volume of production of a product, channels of distribution and other Tactical policies,
etc are policy decisions. Operating decisions relate to day to day functioning or operations
of the business. Middle and lower-level managers take these decisions. Let us
understand with an example of such decisions. Decisions governing the payment of
bonuses to staff are policy decisions. On the other hand, if the bonus is to be given to the
employees, the calculation of the bonus in respect of each employee is an operating
decision
Operational level:- Operational level decisions are regular decisions of a company. These
decisions are taken by operational managers for deciding the daily operations of an
organization. These decisions are taken by managers with utmost care as they can
directly influence the performance of the organization. Managers also seek various
responses from their staff and take a decision. Therefore such a decision must be in line
with the organization of the resultant business goals or strategy of the company.
Conclusion
So according to various decisions making scenarios decision of managerial types are
classified. Based on the level of management to based on the nature of the decision,
various decisions are taken by the firm. The management is ultimately responsible for the
growth of the company hence the pattern of decision-making plays an important role.
3(a)Ans. Divisional organizational structure is the name given to the way a business splits Its
activities. Often functioning in parallel, each division has complete control of the business
roles from sales and marketing, research, engineering, HR, and accounting.
From the given scenario we can understand that earthmovers Ltd is providing various
products hence divisional organizational structure may be advisable. These divisions are
made are based on the product, market, and geographical region of the organization. Any
organization if it operates on various types of products may opt for a divisional
organization structure based on the product line. This is one of the most used structures
in the organization. Divisional organizational structures work best in bigger businesses
that operate on a global scale. These are huge enough in terms of workers and products
to engage the costs of setting up divisions.
The structure of the division may be as follows:-
 CEO

tractor Cranes bull dozer

Mixer truck
production production prodcution
roduction divison
division division division

Research and Research and Research and Research and

development development development development

manufacturing manufacturing manufacturing manufacturing

sales and sales and sales and sales and

marketing marketing marketing marketing

human resource human resource human resource human resource

finance finance finance finance

The organization in the division structure may consist of the various subparts such as
research and development, manufacturing, sales and marketing, human resource, and
finance. Which can be the core of any organization in a production unit. These structures
may help the company to work in harmony with the other departments and can ease the
regular operations of the company.
Divisional organizational structures can cause various problems such as issues with
another department, and internal disagreements among workers related to work, which
can confuse. Hence a proper organizational setup is required by any organization.
However, with the right senior managers, executives, and proper company vision in
place, these issues can be avoided. This type of structure works best for large
organizations with several areas of focus, including geography, product, or market. It can
be an efficient way for the comprehensive team to examine performance at every level.
3(b)Ans. Developing an organizational structure is not an easy task, it requires great attention and
constant supervision. Structures require various essential inputs from top officials and
also require a certain level of experience to form one. The organization if not formed
correctly may hamper its growth of the organization.
The following are the factors that influence the organizational structures
Organization Strategy: Strategy is one of the most aspects of the organization and has a
great impact on the organization's structures. It helps to decide an Aim and also helps to
understand the course of action for the organization's schedules. Strategies to spread
product lines or markets require dispersed change as decision-making is done at a wider
level and plans for organizations employed in a stable environment.
Technology:-Advanced technologies have automated the different processes of
organizations. The need for human resources also decreases due to the usage of
technology. Technology In the case of massive manufacturing technology, the automatic
organization structure is more suitable, while in the case of incessant production or small-
scale production technology, the suitable form is organic structure. As massive
production technologies involve standardization and specialization of work actions and
continuous or unit production technologies require short levels of standardization and
specialization.

Organizational Size:- Size represent the number of operations concluded in the different
organization. It also signifies the number of employees working in the company. Since
different sizes in a company decide the number of operations it can be concluded that as
firms increase in size, the need for job specialization, standardization, and
decentralization also increases the organization's structure accordingly.

Environment:-Organization structure can’t disregard the effects on the environment.

Organizations must acclimatize to the environment, respond to incremental occasions
and satisfy various external parties such as clients, providers, layout unions, etc. it is a
total of all the factors, and conditions that affect the activities of an organization. the
organization must analyze the environment in which it operates while designing its
structure. The latest trends and changes in the market develop the organization
accordingly. SWOT is the analysis of the environment which is one of the factors that
influence the organization's structure. SWOT stands for strengths, weaknesses,
opportunities, and threats.