Answer / v .deepak

Manager do things right . there main focus is to manage
work.theydirect people in existing road.

leaders have follower . there main focus is to lead people
with passion.

Answer / rra

a manager is a person who solves problems and a leader is
the one who takes on challenges

Answer / ahmad jawaid sarhal

A leader is someone who people naturally follow through
their own choice, whereas a manager must be obeyed.

Answer / abdul lathif

manager is a person who manages & take major decision in a
an organisation, whereas the leader has the responsibility
to give required suggessions & keeping the subbordinates in
a right track!

Answer / ahmad fawad lamay

a manager is a person who is flexible to adjust himself
with situation and trying to accept problems.

a leader is a person who is giving chalange to the problems
and he is more innovative and achiving success by any cost

Answer / kumararvind

THE SIMPLE DIFFERENT BETWEEN THE LEADER AND MANAGER IS --------LEADER IS PEOPLE-ORIENTED PERSON, BUT THE MANAGER IS TASK-ORIENTED PERSON. THATS ALL

Answer / sonika

leader: who rules and controls on other.

Manager :who controls resources and expenditure (Director)

Describe a time when you anticipated potential problems and developed preventive measures.

0 Answers  

i would like to know about satyam bpo interview tips and what they will ask in the interview please give me answer

1 Answers   Satyam,

If you were the Chief Executive Officer of a large Corporation, How would you"Institutionalize" ethics in the Corporation?

1 Answers   Infosys,

What exactly do you look for in a job?

0 Answers  

. What are different types of contracts ( Blanket and Fixed) in procurement, which type of contract should be used in what conditions.

0 Answers  

Why do most small companies use functionally organized departments?

2 Answers  

what do u mean by click bank

1 Answers  

Case 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.

0 Answers   IIPM, MBA,

You've been given the assignment to evaluate the purchase of a new material management system for the City? What factors will you consider in your evaluation?

1 Answers  

How to tell about our academic project in interview?

0 Answers  

what is bank occ?

0 Answers   Brac Bank,

What are your Future Plans for QATAR AIRWAYS GROUP

4 Answers   Qatar Airlines,