Summer 2013 Master of Business Administration- MBA Semester 1 MB0038 - Management Process and Organizational Behaviour

(Book ID: B1621)

Q1. Describe the concept of vision in an organisation with an example. How is it different from mission statement? Vision An aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serves as a clear guide for choosing current and future courses of action. Vision Statement Creation Once you've created your mission statement, move on to create your vision statement: First identify your organization's mission. Then uncover the real, human value in that mission. Next, identify what you, your customers and other stakeholders will value most about how your organization will achieve this mission. Distil these into the values that your organization has or should have. Combine your mission and values, and polish the words until you have a vision statement inspiring enough to energize and motivate people inside and outside your organization.

Mission Statement and Vision Statement A Mission statement talks about HOW you will get to where you want to be. Defines the purpose and primary objectives related to your customer needs and team values. A Vision statement outlines where you want to be. Communicates both the purpose and values of your business Mission statement answers the question, What do we do? What makes us different. Vision statement answers the question, Where do we aim to be? A mission statement talks about the present leading to its future. about your future. A vision statement talks

Mission statement lists the broad goals for which the organization is formed. Its prime function is internal, to define the key measure or measures of the organization's success and its prime audience is the leadership team and stockholders. Vision statement lists where you see yourself some years from now. It inspires you to give your best. It shapes your understanding of why are you working here. 1

Your mission statement may change, but it should still tie back to your core values, customer needs and vision. Your vision should remain intact, even if the market changes dramatically, because it speaks to what you represent, not just what you do. Example: Vision statement of Infosys: To help our clients meet their goals through our people, services and solutions. Mission statement of Infosys: Infosys International Inc. is dedicated to providing the people, services and solutions our clients need to meet their information technology challenges and business goals.

Q2. Define the term management. Explain the scientific management theory proposed by Taylor. Management may be defined in many different ways. Many eminent authors on the subject have defined the term management. Some of these definitions are: According to Lawerence A. Appley Management is the development of people and not the direction of things. (1959) In the words of Henry Fayol To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control.(1949) According to Peter F. Drucker Management is a multi-purpose organ that manages a business and managers and manages worker and work.(1970) Frederick Taylors main emphasis was on finding one best way of doing each job. He stressed on selecting the right people for the job, train them to do it precisely in one best way. He favored wage plans to motivate the workers. His scientific principles of management stressed the following principles: 1. Shift all responsibility for the organization of work from the worker to the manager; managers should do all the thinking relating to the planning and design of work, leaving the workers with the task of implementation. 2. Use scientific methods to determine the most efficient way of doing work; assign the workers task accordingly, specifying the precise way in which the work is to be done. 3. Select the best person to perform the job thus designed. 4. Train the worker to do the work efficiently. 5. Monitor worker performances to ensure that appropriate work procedures are followed and that appropriate results are achieved.

Taylor was one of the first to attempt to systematically analyze human behavior at work. He insisted the use of time-and-motion study as a means of standardizing work activities. His scientific approach called for detailed observation and measurement of even the most routine work, to find the optimum mode of performance. The results were dramatic, with productivity increasing significantly. With passing time, new organizational functions like personnel and quality control were created. Of course, in breaking down each task to its smallest unit to find what Taylor called the one best way to do each job, the effect was to remove human variability. Hence he lay the ground for the mass production techniques that dominated management thinking in the first half of the twentieth century. Q3. Give the definition and importance of planning in an organisation and explain the steps in planning. Planning It involves the process of defining goals, establishing strategies for achieving these goals, and developing plans to integrate and coordinate activities. Every organization needs to plan for change in order to reach its set goal. Effective planning enables an organization adapt to change by identifying opportunities and avoiding problems. It provides the direction for the other functions of management and for effective teamwork. Planning also enhances the decision-making process. All levels of management engage in planning in their own way for achieving their preset goals. Planning in order to be useful must be linked to the strategic intent of an organization. Therefore, planning is often referred to as strategic in nature and also termed as strategic planning. The tasks of the strategic planning process include the following steps: 1. Define the mission: A mission is the purpose of the organization. Thus, planning begins with clearly defining the mission of the organization. The mission statement is broad, deconcise, summarizing what the organization does. A mission statement should be short and should be easily understood and every employee should ideally be able to narrate it from memory. An explicit mission guides employees to work independently and yet collectively toward the realization of the organization's potential. The mission statement may be accompanied by an overarching statement of philosophy or strategic purpose designed to convey a vision for the future as envisaged by top management. 2. Conduct a situational or SWOT analysis The SWOT Analysis is one of several strategic planning tools that are utilized by businesses and other organizations to ensure that there is a clear objective defined for the project or 3

venture, and that all factors related to the effort, both positive and negative, are identified and addressed. In order to accomplish this task, the process of SWOT involves four areas of consideration: strengths, weaknesses, opportunities, and threats. It should be noted that when identifying and classifying relevant factors, the focus is not just on internal matters, but also external components that could impact the success of the project. 3. Set goals and objectives Strategic goals and objectives are developed to fill the gap between current capability and the mission. They are aligned with the mission and form the basis for the action plans of an organization. Objectives are also called performance goals. Generally, organizations have long-term objectives for factors such as, return on investment, earnings per share, etc. It also helps in setting minimum acceptable standards or common-sense minimums. Q4. What is meant by leading? Describe the characteristics of leading. Q5. What are attitudes? Explain the components and functions of attitude. Q6. Define leadership. Differentiate between authoritarian and democratic leadership style.

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