Professional Documents
Culture Documents
MS-01
Course Code MS - 01
Course Title Management Functions and Behaviour
Assignment Code MS-01/TMA/SEM -I/2017
Assignment Coverage All Blocks
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1. Why are managers required to have / acquire different skills sets at various levels of their career?
Explain the concept and its significance with suitable examples from the organisation you have served in,
or you are familiar with.
One of the most influential business potential energy in you as an entrepreneur is your own skills. Simply, managerial skills are
the knowledge and ability of the individuals in --------------------------------------------------------------- or tasks. This knowledge and
ability can be learned and practiced. However, they also can be acquired through practical implementation of required activities
and tasks. Therefore, each skill can be developed through learning and practical experience of the individuals.
The First Level Managers: These managers are in direct contact with the employees, who usually produce the goods or service
outputs of an organisation. They are -----------------------------------------------------------------------------------------------------------------
--------------------------- service outputs. Hence, your may belong to the first level managers. In some government offices, the
superintendent of the office supervising the -----------------------------------------------------------------------------------------------------, it
is the foreman, who is in direct contact with the rank-and-file workers, producing goods or services.
The Middle Level Managers: These managers are those with a number of responsibilities and linking or connecting activities.
They direct the activities of the first level managers. For example, a --------------------------------------------------------------------------
--------------------------------------- to the district educational officer and block development officer respectively.
Robert Katz identifies three types of skills that are essential for a successful management process:
Technical,
Conceptual and
Human or interpersonal management skills.
TECHNICAL SKILLS
As the name of these skills tells us, they give the -------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------- and services, market the products and services
For example, lets take an individual who works in the -----------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------------------- manager.
This is the best solution because he has great technical skills related to the sales department.
On the other hand, the person who becomes sales manager will start to build his next type of required skills. It is because if his
task until now was only to work with the customers as sales representative, now he will need to work with employees in the sales
department as addition to the work with customers.
Technical skills are most important ------------------------------------------------------------------------------------------------------------------
----------------------------------------- a hierarchy from the bottom to higher levels, the technical skills lose their importance.
CONCEPTUAL SKILLS
Conceptual skills present knowledge or -----------------------------------------------------------------------------------------------------------
------------------------------------. In such a way they can predict the future of the business or department as a whole.
Conceptual skills are vital for top managers, less important for mid-level managers, and not required for first-level managers. As
we go from a bottom of the managerial hierarchy to the top, the importance of these skills will rise.
At the end, I want to note something about managerial skills and business potential energy. Better management skills in your
company will produce larger business potential energy. So, these 3 types of skills are in the category of business elements that can
increase your business potential energy.
Example 1
CASE STUDY
DEVELOPING LEADERSHIP AND MANAGERIAL SKILLS
The Challenge
A Vice President in Marketing had been a successful contributor at a Fortune 50 health care provider for five years. Human
Resources and her manager identified her as high-potential with future leadership capability who needed help with her executive
presence and some managerial competencies. ------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------, influence with impact, and present
herself as an executive. In addition, she struggled with hiring the right people for her team.
The Solution
The company hired Vision Quest Consulting to ----------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------Vice President developed an action-
planning coaching grid to guide the coaching and address each goal specifically. Over the course of 18 months, the Vice President
worked with her coach twice a month and used the grid to populate her action steps and accomplishments.
Results
The Vice Presidents manager ------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------- sense of intensity and skill around managing her team and critical relationships.
Example 2-
Case Study Performance management skills
Situation
A large and fast growing electricity distributor -------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------for improvement. A new performance management system had also been introduced
the previous year. Although the new system implementation had been supported with information sessions there had been poor
take up of the system.
Challenges
The project presented a range of challenges including:
Large numbers of --------------------------------------------- in HR systems and skills
Conflict -------------------------------------------------------------
Low commitment --------------------------------------------------------------- system
Solution
A training program for 400 managers -----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------confidence about giving feedback, particularly if it were of a negative nature. To this end a
highly interactive workshop was designed to engage participants.
Outcome
Both the training programs and the introduction of the 360-degree feedback system were evaluated very highly by all participants.
HR personnel believed that was a growing commitment to the performance management system rather than just compliance.
2. State and explain the steps involved in MBO process. Also explain the pre-requisite for successful
implementation of MBO quoting examples from the organisation you have worked in or you are aware of.
4. Performance --------------------------------------------
Under this MBO ---------------------------------------------------------------------------------------------- concerned managers.
5. -------------------------- Feedback
The filial ingredients in an ---------------------------------------------------------------- to monitor and correct their own actions.
This continuous feedback is supplemented by periodic formal appraisal meetings which superiors and subordinates can review
progress toward goals, which lead to further feedback.
6. Performance ----------------------------------
-------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------. It is done at the last stage of MBO process.
1. Defining Purpose:
The first thing for implementing MBO -------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------efficiency. In the absence of a definite purpose
MBO will not be a useful exercise.
4. Participation:
In order to secure commitment of ------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------vary according to the area of activity and the level of
hierarchy. The type and extent of participation will vary from organisation to organisation.
5. Feedback:
In MBO system every individual decides and -------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------his good and bad points and making suggestions
for future improvements.
Example-
Glaxo India Ltd. Is a large pharmaceutical ----------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------the corporate, divisional, and departmental levels.
Initially there were 48 work groups which were later reduced to 37. The objective setting process consisted of the following steps:
The business results of the company also improved after the implementation of MBO. This was attributed to MBO and
reorganization of structure. This, in turn, also reinforced the positive attitude towards MBO.
3. Briefly explain the sources of conflict and the impact it has on individuals, groups, and organisations.
Cite examples from your organisational experience or the experience you are aware of.
In any organization, there are many causes of conflicts; however conflicts within an individual usually arise when a person is
uncertain about what task is expected to do, if not clearly defined by the supervisor or the person in charge.
Additionally, the following are other sources of conflicts within an organization namely: sharing of resources especially
manpower, money materials, equipment and space required ----------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------personalities, which are
psychological, might affect the employees not to get along with each other and this difficulty might lead to conflicts, which result
from formal interactions with other employees.
Conflict in a workplace setting can be a normal part of doing business. In some cases, conflict that is managed properly can be
beneficial, as when it fosters an environment of healthy competition. However, conflict may also have a detrimental effect. As a
manager or business owner, you need to be aware of potential sources of conflict within your work environment.
Change
Implementation of new --------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------- can become overly stressed, which increases the likelihood of conflict in the workplace.
Interpersonal -------------------------------------------
When different personalities --------------------------------------------------------------------------------------------------------------------------
------------------- Office gossip and rumours can also serve as a catalyst for deterioration of co-worker relationships.
----------------------------- vs. Employee
Just as co-worker personalities -----------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------- the working relationship more difficult.
External -----------------------------
When the economy slides into ------------------------------------------------------------------------------------------------------------------------
-------------------------------- lead to conflict between employees and even between upper levels of management.
Poor ---------------------------------------
Companies or supervisors that don't communicate effectively can create conflict. For example, a supervisor who gives unclear
instructions to employees can cause confusion as to who is supposed to do what, which can lead to conflict.
----------------------------- Performance
When a worker in a department is not ------------------------------------------------------------------------------ even escalating into a
confrontational situation. A supervisor who fails to acknowledge or address the situation can add fuel to the fire.
Harassment
Harassment in the workplace can take many forms, such as sexual or racial harassment or even the hazing of a new employee.
Companies that don't have strong harassment policies in place are in effect encouraging the behavior, which can result in conflict.
Limited Resources
Companies that are -------------------------------------------------------------------------------------------------------------------------------------
-------------------------------- are competing against each other for resources, which can create friction in the workplace.
Organizational conflict arises when the goals, ------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------stages of a Conflict covering the birth, rise and
ending of it. The conflict process can be seen as comprising five stages. These stages are described below;
Stage 1: Potential ------------------------------------------- The first step in the conflict process is the presence on conditions that
create opportunities ------------------------------------------------------------------------ organizational conflict to rise.
Stage 2: Cognition -------------------------------- Conflict must be perceived by the parties to it whether or not conflict exists is a
perception issue. If no one is aware of a ------------------------------------------------------------------------------------------------------------
----------------------------------- conflict is perceives does not mean that is personalized.
Stage 3: Intentions- Intentions are decisions ------------------------------------------ and emotions and their overt behavior.
- Stimulation ------------------------------- or resolutions. When two parties who respect each other face a conflict situation,
the conflict resolution process may help ----------------------------------------------------------- acceptable solutions.
- Increase -------------------------------- performance. When two or more parties are in conflict, the performance and
cohesion of each party is likely to ---------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------, leading to increased group effort and cohesion.
From the discussions on different views on conflict, what inference do you draw? Inference could be that conflict can have both
positive and negative impact on individuals, groups and organizations. For example, as a result of intergroup conflict, certain
changes occur ----------------------------------------------------------------------------------------------------- have negative effects. Let us
explore this issue with Edgar Schein (1980) who has compiled a list of changes on the basis of research findings.
As a result of intergroup conflict some changes that may occur within the groups involved are:
Prolonged group conflicts cause the following changes in relationship between groups:
IBM also faced serious problems in developing ---------------------------------------------------------------------. This internal debate
became so political that projects never seemed to be complete
These internal conflict --------------------------------------------------------------------------------------- dissatisfaction, and respect of
individual, eventually blinded them to change in the industry.
4. What is control? What are the pre-requisite and characteristics of effective control system? Explain
with the help of examples you have had in an organizational set up. Briefly describe the organisation you
are referring to.
1. It --------------------------------ordination
2. It -------------------------------- planning
(2) ------------------------------------:
A business organisation should adopt such a system of control which suits its requirement.-There is no hard and fast rule and
readymade system of control which give -------------------------------------------------------------------- and in all circumstances.
(4) Feedback:
The success of a business -----------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------- post information collected through investigation.
The control system should be such that it is based on past information and. which would also adjust if necessary to future actions.
(6) Directness:
In order to make the system of control more -------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------- supervisors is less in the organisation then workers would work
effectively and objectives may be achieved in time because they will not take much time in getting the correct information.
(7) Flexibility:
The system of control should be such ---------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------ be adjusted to suit the changed circumstances.
(8) Economy:
The system of control must be -----------------------------------------------------------------------------------------------------------------------
--------------------------. A system of control to be adopted by the organisation should be cheaper in terms of expenses.
(11) Suggestive:
The control system should also be suggestive. -----------------------------------------------------------------------------------------------------
------------------------------- also tell the accurate and correct alternative.
Effective control systems tend to have certain common characteristics. The importance of these characteristics varies with the
situation, but in general effective control systems have following characteristics.
1. -------------------------------:
Effective controls generate accurate data and information. Accurate information is essential for effective managerial decisions.
Inaccurate controls would divert ---------------------------------------------------------------------------------------------------------------------
------------------------- priority and would fail to alert managers to serious problems that do require attention.
2. -------------------------:
There are many problems that require immediate attention. If information about such problems does not reach management in a
timely manner, then such ------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------- they need it so that a meaningful response can follow.
3. ------------------------:
The business and economic environment -----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------- the need for flexibility in planning as well as in control.
4. Acceptability:
Controls should be such that all people -------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------and appropriate and will not have any negative effects on
their efforts to achieve their personal as well as organizational goals.
5. Integration:
When the controls are --------------------------------------------------------------------------------------- policies and hence are easier to
enforce. These controls become an integrated part of the organizational environment and thus become effective.
6. Economic -------------------------:
The cost of a control system must be balanced against its benefits. The system must be economically feasible and reasonable to
operate. For example, a high -------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------
------------------------------------- the benefits received must outweigh the cost of implementing a control system.
7. Strategic --------------------:
Effective controls should be placed and emphasized at such critical and strategic control points where failures cannot be tolerated
and where time and money costs of failures are greatest.
8. Corrective ----------------------:
An effective control system not only checks for and identifies deviation but also is programmed to suggest solutions to correct
such a deviation. For example, a computer keeping ---------------------------------------------------------------------- guidelines. For
example, if inventory of a particular ------------------------------------------------- will signal for replenishment for such items.
9. Emphasis ----------------------:
A good system of control should work on the exception principle, so that only important deviations are brought to the attention of
management, In other words, -------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------. This would eliminate unnecessary and
uneconomic supervision, marginally beneficial reporting and a waste of managerial time.
Example-
The company I am referring here is Tata Motors Ltd. Tata Motors Limited, a USD 42 billion organisation, is a leading global
automobile manufacturer of cars, utility vehicles, buses, trucks and defence vehicles.
A well-established, independent, multi-disciplinary Internal Audit team operates in line with governance best
practices. It reviews and reports to management and the Audit Committee about compliance with internal
controls and the efficiency and ---------------------------------------------------------------------------------------------
------------------------------------------------------------------------- approved by the Audit Committee; and Anti-
fraud programmes including whistle blower mechanisms are operative across the Company.
In many ways a major airline can be viewed as one large planning problem which is usually approached as many independent,
smaller (but still difficult) planning problems. -----------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------, equipment purchases. Each planning problem has
its own considerations, its own complexities, its own set of time horizons, its own objectives, but all are interrelated.
For flights within and between Air Frances 12 geographic zones, the planners construct a flight plan that will form the basis of
the actual flight only a few hours later. All planning documents need to be ready for the flight crew who arrive two hours before
the scheduled departure time. Being responsible for passenger safety and comfort, the captain always has the fi nal say and, when
satisfied, co-signs the flight plan together with the planning officer.
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