Assessment Front Sheet

IMPORTANT: Your assignment will not be accepted without the FRONT SHEET.
Campus: Stream:
Level: ACL-1 Year/Semester
Integrated Organisational Module Assignment
Module Name: Assignment Type:
Principles
Student’s Name: Assessor’s Name: Ramesh Kashyap
Reqd. Submission
Issued on: 12.10.09
Date:
Actual Submission Reena Raghavan
Submitted to :
Date:26.10.09
Higher Level Skills
Students are expected to develop the following skills in this assignment:
• Cognitive skills of critical thinking, analysis and synthesis.
• Effective use of communication and information technology for business applications.
• Effective self-management in terms of planning, motivation, initiative and enterprise.

Certificate by the Student:

Plagiarism is a serious College offence.
I certify that this is my own work. I have referenced all relevant materials.
________________________
(Student’s Name/Signatures)
EXPECTED OUTCOMES Assessment Criteria – To achieve each outcome a Achieved (Y/N)
student must demonstrate the ability to :
To understand the concept of Ability to understand the usage of motivation in managerial
motivation and control for decision making
management decision making
Understanding the Goals vision Ability to understand the usage of leadership module and
and leadership qualities the various styles attached to it.
Assignment Grading Summary (To be filled by the Assessor)
Grades Grade Descriptors Achieved Yes/No (Y / N)
P A Pass grade is achieved by meeting all the requirements defined.
M1 Identify and apply strategies to find appropriate solutions.
M2 Select/design and apply appropriate methods/techniques.
M3 Present and communicate appropriate findings.
Use critical reflection to evaluate own work and justify valid
D1
conclusions.
Ability to anticipate and solve complex tasks in relation to the
D2
assignment.
D3 Demonstrate convergent, lateral and creative thinking.

OVERALL ASSESSMENT GRADE:

TUTOR’S COMMENTS ON
ASSIGNMENT:
SUGGESTED MAKE UP PLAN
(applicable in case the student is
asked to re-do the assignment)
REVISED ASSESSMENT GRADE
TUTOR’S COMMENT ON
REVISEDWORK (IF ANY)

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Date: Assessor’s Name / Signatures:

CASE STUDY

Joan Porely has recently been appointed general manager of a prestigious eye hospital in the UK. Together
with the most senior eye surgeon in the hospital, Dr Iris Glass, she is touring the world to find examples of
best practice not only in surgical procedures and medical technology but also in the organization of the
hospital’s work. In their travels, they visit the St. Petersburg Research Institute of Eye Microsurgery. This is
run by Doctor Fyodr Sviatorov, and has become a multi-million pound business. This hospital has pioneer the
use of surgery to correct sight defects like short-sightedness. An operation is typically performed as follows.

1. The patient receives an anaesthetic outside the operating theatre, and lies down on a conveyor belt
which takes the patient into the operating theatre.
2. A computer calculates the depth of the cuts to the cornea of the eye.
3. Surgeon A marks exactly the depth and lengths of the cuts.
4. Surgeon B makes between eight and sixteen cuts with a diamond scalped.
5. Surgeon C adjusts the cut to ensure maximum eyesight gain.
6. Surgeon D cleans and dresses all the wounds.
7. A doctor administers any necessary antibiotics.

About 200 patients per day can be processed on this conveyor belt system. Doctor Sviatorov says: ‘The
important thing is to make sure you know what you’re doing in advance, and for the sort of standard operation
that we do, that’s quite easy. We employ senior surgeons, myself included, to design the operation process.
They scour the medical press for any new techniques which our surgeons in the theatres can be trained to use:
we try to minimize the discretion they can use so they can concentrate on accuracy. One day, I’d be happy to
use robots to do all the dirty work. But still, I’m hoping to set up satellite hospitals in Minsk and Kiev. Even
in the West one day!’

Doctor Glass is curious. She says: ‘I think this system has some uses. But it stifle individual initiative and
professional judgment, especially in more complex operations. You need professionally qualified surgeons
who are able to oversee all aspects of an operation. And what if something goes wrong on this production
line? And I do not doubt that we in London can be just as productive if we had proper administrative support
and technical backup. I feel compelled to add that I have my doubts as to the long term safety and suitability
of surgery on eyes to correct standard problems like short-sightedness. Glasses and contact lenses are cheaper
and safer. I’m not sure how I could justify it in terms of medical ethics, either. After all, we want to help
people, not make money out of them.’

Joan Porely is impressed with the work, especially as it makes a profit for the hospital: she has already been
looking at ways to improve her hospital’s financial position. Such a unit in London, she feels, could attract
patients from all over Europe, the Middle East, and even North America, and this quick operation could even
be sold, as Doctor Sviatorov has suggested, as part of a package holiday. (‘It brings a whole new dimension to
sightseeing,’ he says.)

Questions:

Q1. Analyze the above case in the light of Mintzberg’s theory of structural configurations and organization
goals.

Q2. Give the steps in the decision making process of Leadership Style.

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Ans 1. As per Mintzberg’s theory, the organization is divided among the following six elements and that the
structure of the organization is dependent on the role each and every element plays.

According to the organizational configurations model of Mintzberg, each organization consist of a maximum
of six basic parts:

1. Strategic Apex (top management)

2. Middle Line (middle management)
3. Operating Core (operations, operational processes)
4. Technostructure (analysts that design systems, processes, etc)
5. Support Staff (support outside of operating workflow)
6. Ideology (halo of beliefs and traditions; norms, values, culture)

In the above case, dominance is being created on the technostructure and the operating core of the
hospital. So these are the elements which will result in the organizational structure known as Machine
Bureaucracy and Professional Bureaucracy respectively.

In Machine Bureaucracy, the organization is dominated by the internal rules and procedures as dictated by the
techno structure. Little authority is delegated to managers. Likewise, in the above case the surgeons operate

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the patients as specified by the senior doctors i:e the technostructure. The operating process is designed by the
senior surgeons.

The Professional Bureaucracy depends on the use of experts who both undertake the business activities but
control the organization as well. Accordingly the surgeons also operate the patients and in the same way they
design an operating process for the operation. So, they are treated as the operating core.

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 Ans2. Steps in decision making process of leadership style :

Leadership style is the manner and approach of providing direction, implementing plans, and motivating
people. There is different type of leadership and each style takes different steps during making a decision.
Basically there are three decision making style and a good leader use all the three decision making styles, with
one of them dominant, bad leaders tends to stick with one style. Three decision making style are:-

1. Authoritarian or autocratic
2. Participative or democratic
3. Delegative or Free Reign

1. Authoritarian or autocratic:
This style is used when leaders tell their employees what they want to do and how they want it to be
accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is
when you have all the information to solve the problem, you are short on time, and your employees are well
motivated.
This style is useful in emergency situations because one of the advantages is that the decision making process
can be very rapid. Another plus is that it's clear where the responsibility lies. The obvious disadvantages result
from the members not being included, and they may resent the decision if they are adversely affected. The
leader may lose support and credibility.

2. Partcipative or democratic:
This style involves the leader including one or more employees in the decision making process (determining
what to do and how to do it). However, the leader maintains the final decision making authority. Using this
style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

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Using this style is of mutual benefit -- it allows them to become part of the team and allows you to make
better decisions. The disadvantage of this style of decision making is that neither the leader nor the employees
take the responsibility of the result.

3. Delegative or free reign:

In this style, the leader allows the employees to make the decisions. However, the leader is still responsible
for the decisions that are made. This is used when employees are able to analyze the situation and determine
what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate
certain tasks.
Advantage in this kind of decision making style is that it includes group commitment and responsibility for
the outcome. A more accurate decision is usually made, with a higher probability of success, because so many
ideas, perspectives, skills and "brains" were involved in the creation. The disadvantages include a very slow
and extremely time consuming decision. It is also a lot of work getting everyone in the organization involved.
It takes skill and practice for a group to learn how to work together.

There are few other decision making styles which are:

Bureaucratic decision making Style: Here the leaders work according to the rules and regulations that must
be followed by an employee working in a company. This style is appropriate and leader should use this style
if the employee work involves serious safety risks. If the employee is working with toxic substances or with
machinery then are rules that must be followed by the employee.
Charismatic decision making Style: Here the leader tries to inject doses of enthusiasm into the employees in
order to increase their performance level. The leader using charismatic style should be energetic and
enthusiastic.

Task-Oriented Leadership: A highly task-oriented leader focuses only on getting the job done, and can be
quite autocratic. He or she will actively define the work and the roles required, put structures in place,
plan, organize and monitor. However, as task-oriented leaders spare little thought for the well-being of
their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in
motivating and retaining staff.

People-Oriented Leadership or Relations-Oriented Leadership: This style of leadership is the opposite of

task-oriented leadership: the leader is totally focused on organizing, supporting and developing the
people in the leader’s team. A participative style, it tends to lead to good teamwork and creative
collaboration. However, taken to extremes, it can lead to failure to achieve the team's goals. In practice,
most leaders use both task-oriented and people-oriented styles of leadership.

Situational decision making style: There is no one “right” way to lead or manage that suits all situations. To
choose the most effective approach a good leader will find him or herself switching instinctively between
styles according to the people and work they are dealing with. This is often referred to as “situational
leadership”.
For example, the manager of a small factory trains new machine operatives using a bureaucratic style to
ensure operatives know the procedures that achieve the right standards of product quality and workplace
safety. The same manager may adopt a more participative style of leadership when working on production
line improvement with his or her team of supervisors.

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