A. What is the system approach to management? Explain the salient features of this approach. B. Describe various managerial skills briefly. Discuss the roles these skills could play in building an institution.
1728A. Distinguish between the individual and the group decision - making, explaining the advantages and disadvantages of group decision-making. B. Distinguish between individual change and organizational change.
2785Write short notes on any three of the following: (i) Domino Effect (ii) Functional and Dysfunctional conflict (iii) Formal and Informal groups (iv) MBO (v) Organizational Culture and Climate
2026Case Study Please read the case given below and answer the questions given at the end. One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called to the office of his immediate superior V.R. Naik, the production manager. Naik said, “Rao, I want to discuss a situation in the production department. A lot of people feel that Govindan is not the right man for the Assistant Superintendent’s position. The President and others have decided that I have got to fire Govindan or at least move him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I was talking with Bhadra this morning, and we decided that you might be able to make use of Govindan in your department.” Rao was surprised by both the information, and the proposal. Naik concluded his comments with, “Rao, I am asking you to take Govindan. You can say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Govindan in view of his long technical experience of production work. Think it over, and let me know by tomorrow.” Rao thought over the matter. PMA company had been a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering Department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Rao, 28 years old, who had been with the company for two years in the Purchasing department, was selected. Rao had B.E. and MBA degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a transfer from Purchasing to Production for better opportunities for advancement. Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent. Thirdly, he engaged an Industrial Psychologist to appraise all the Supervisory Personnel. Govindan had been with the company for 20 years since its founding and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, he had little formal education. The industrial Psychologist’s report about Govindan contained the following points: (i) Evaluation for the position of Assistant Superintendent : Not good enough. (ii) Capacity for good human relations in supervision : Will have friction frequently. (iii) Need for development counseling: Counseling greatly needed. (iv) General evaluation: Govindan had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position. Questions: 1. What is the problem in the case? Explain. 2. Explain Govindan’s behavior and work experience vis-à- vis the psychologist’s report. 3. How do you see Naik’s suggestion to Rao? Give reasons. 4. What are Rao’s considerations in taking a decision? What should he do? Explain.
5752hi friends, i'm vino .. any one can tell wat is the difference between nifty and sensex.. nifty cotains 50 shares , sensex contains 30 shares.. but the value is different why?
1571Hi All, i am Karthik and i have applied sor syndicate bank PO's post. I am an MBA graguate and i have 7 years experience in banking and mnc bpo. Will i get call letter for interview?. Pls let me know any tips to clear the interview. My ID is yemkarthik@rediffmail.com.
1621In what way declaration of non payment of interest for 90 days converting it NPA will affect the running the business?
1 2761Hi here is Mehul and my question is about time punctuality and regularity at job.Some times i may be late on job by 5- 10 minutes bt being loyal and superior to the company i gives 50 minutes extra or more than that against the 5-10 minutes late. So then, while appraisal why the managers focus on 5-10 minutes late inspit of going 1 or 2 hours late. what could be an explanation to them while appraisal?
RPG,
1746Post New Business Administration Questions
Principles of Economics Suppose the price elasticity of demand for the textbooks is two and the price of the textbook is increased by 10% By how much does the quantity demand fall? Enter the results and discuss reason for the fall in quantity demand.
in mba personal interview, if someone ask me that you choose hr as your career why not marketing or finance?
If you are made the compaign leader for a particular political party .How will you use your leader ship skills to motivate your party men to ensure success of the party nominee in the elections? (Focus on the individual motivate and apply leadership style).
From the following data calculate (i) P.V. Ratio (ii) B.E.P. (iii) Margin of safety (iv) Profit Direct Material 20,000 Direct wages 16,000 Variable factory overhead 25% of wages10 % of factory cost Variable selling and Distribution overhead Rs. 4 per limit Fixed overhead Rs. 8,000 Unit sold 1000 @ Rs. 64 per unit
Problem from the list below, apply the rational decision making model and present the best solution to the problem. 1.high of absenteeism in the production department.
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A company issues new debentures of Rs.2 million, at par; the net proceeds being Rs.1.8 million. It has a 13.5 per cent rate of interest and 7 years maturity. The company’s tax rate is 52 per cent. What is the cost of debenture issue? What will be the cost in 4 years if the market value of debentures at that time is Rs.2.2 million?
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