NAME : RAKESH KUMAR

DATE OF BIRTH : 21.11.1990

ROLL NUMBER : 1702005290

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 Assignment Set – 1

Q. 1. Explain the Definition and Importance of ‘management’?

Ans: Management is the process of getting activities completed efficiently and effectively with and through
other people. According to Harlod Koontz, “Management is an art of getting things done through and with
people in formally organized groups. It is an art of creating an environment in which people can perform as
individuals and can co-operate toward the attainment of group goals”. According to F.W. Taylor,
“Management is an art of knowing what to do, when to do, and see that it is done in the best and cheapest
way”.
The importance of management will be clear from the following points:
 Management helps in achieving group goals: Management is required not for itself but for
achieving the goals of the organisation. It brings the human and non-human resources together and
gives a common direction to efforts of all individuals towards achieving the organisational goals.
 Management increase efficiency: Management helps in reducing the costs and increasing
productivity through better planning, organizing, directing, staffing and controlling the activities of
the organisation.

IMPORTANCE OF MANAGEMENT

Helps in Achieving Group Goals

Increases Efficiency

Creates a Dynamic Organisation

Helps in Achieving Personal Objectives

Helps in the Development of Society

 Management creates a dynamic organisation: An organisation operates in a constantly changing

environment. Employees generally resist to changes as if often means moving from a familiar,
secure environment into a newer and more challenging one. Management helps people adapt to
these changes so that the organisation is able to maintain its competitive edge.
 Management help in achieving personal objectives: A manager motivates and leads his team in
such a manner that individual member are able to achieve their personal goals while working
towards organisational objectives.
 Management help in the development of society: An organisation has multiple objectives towards
different groups.
1. While achieving the development of organisation, management also aims to develop society
by giving due importance to social obligations.

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 2. Efficient management helps to provide good quality products and services, create
employment opportunities, adopts new technology for the greater good of the people and
leads the path towards growth and development.

Q. 2. Explain the steps involved in Planning process? Discuss any 5 importance of organizing?

Ans: The process of planning involves the following steps:

 Setting Objectives: The planning process beings with identifying and setting the objective of the
organisation. Objectives determine ‘where to reach’ i.e., they determine the destination of the
organisational efforts.
 Development Premises: Planning involves deciding the future course of action, which is quite
uncertain. So, every manager has to make certain assumption about the future. These assumptions
about the future. These assumption are called premises.
 Identifying alternative courses of action: After setting the objectives and making assumptions
about the future, the next step is to determine alternative courses of action. For every plan, there
are a number of options. All the alternative courses of action should be identified.
 Evaluating alternative courses: After identifying and listing out possible alternative courses, the
next step is to evaluate each alternative. Each course will have many variables which needs to be
weighed against each other.
 Selecting an alternative: After evaluation the various alternatives, the next step is to select the
most suitable course of action. This is the real point of decision-making.
 Implement the plan: Plans are of no use until these are put in action. So, this step is concerned
with transforming the plan into action by activating other managerial functions,
 Follow-up action: After implementation of plan, the last step is to periodically review the existing
plans, to ensure their relevance and effectiveness.

Organising is important for the following reasons:

 Create roles: Organising enables a business to create roles or in other words, it links a person to an
activity with its own set of responsibility. Thus an activity and a person who must perform the
activity are linked.
 Facilities specialization: Through organizing, all the role can be categorized into cohesive wholes
based on similarity. Thus, the activities along with the roles can be divided into units and
departments. This division helps in bringing specialization in various activities of the business and
thus enhances efficiency.
 Facilitates effective administration: Organising is helpful in defining the job positions. Thus, it
enables a concern to administer the entire system smoothly.
 Provide sense of security: It gives a sense of security of the employees and managers by clearly
indicating their areas of control and its relative importance.
 Support growth and diversification: It facilities the growth of a company by creating functional and
homogenous entities of business with clear demarcation and yet clear linkages. Thus, organizing
facilitates creating well define structures without which a concern cannot grow.

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Q. 3. Explain the following:
1. Definition of Leading.
2. Importance of Leading.

Ans: Leading can be defined as the process of setting direction, creating alignment, and creating
engagement to deliver high productivity and to facilities change. Direction can be defined as the processs
by which the managers instruct, guide and oversee the performance of the workers to achieve
predetermined goals. It is the heart of management process. Planning, organizing, and staffing have got no
importance if direction function does not take place.
Importance of Leading:-
 Initiates actions: Leading is the function which starts the work performance of the followers or
subordinates. Mrs. Rakhi of Sambhavi initiated the action the giving goals to the employees. She
could have given direction, rules and regulations.
 Sustains action: Direction, much like leading initiates action but these direction have to be
repeated if the action have to go on. Leading on the other hand ensures that the actions go on and
course corrections are done automatically by the followers because of their innate belief in the goal
being something desirable to follow. When they face obstacles, they would either fall back on the
leader if the obstacles are too huge to overcome.
 Integrates efforts: Through leading, the superior are able to guide, inspire and instruct the
subordinates to work. When every employee, team leader and division leader known that his
reaching the goal is dependent on other’s effort, there is a natural flow of inter team and
interdepartmental information.
 Means of motivation: Leading helps in achievement of goals. A manager makes use of the element
of motivation to the improve the performances of subordinates. This can be done by providing
incentives or compensation, whether monetary or non-monetary, which serves as a morale booster
to the subordinates.
 Provides stability: Stability and balance in a concern becomes very important for a long-term
survival in the market. This can be brought upon by the managers with the help of four tools or
elements of leading function- judicious blend of persuasive leadership, effective communication,
clear performance goals, and efficient motivation.
 Copes with the changes: It is human behaviour to show resistance to change. Adaptability with
changing environment helps in sustaining planned growth and becoming a market leader. It is
directing function which is of use to meet the changes in the environment, both internal and
external.
 Utilizes resources efficiently: Leading through goal setting helps in clarifying the role of every
subordinate towards his work. The resources can be utilized properly only when less of wastages,
duplication of efforts, overlapping of performances, etc. don’t take place.

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 Assignment – II

Q. 1. Define the term Controlling? What are the prerequisites of effective control?

Ans: Controlling can be defined as measuring and correcting of performance to achieve the organisational
goals. According to Brech, “Controlling is a systematic exercise which is called as a process of checking
actual performance against the standards or plans with a view to ensure adequate progress and also
recording such experience as is gained as a contribution to possible future needs.”
Prerequisites of Effective Control:
 Tailoring controls to plans and positions: A control is exercised on an activity or a group of
activities. If follows that what control is good for a position may not be relevant for another.
 Tailoring controls to individual manager: Controls have to be adjusted to the individual manager’s
capability also. If someone does not understand a control, he will not trust it or use it as a result of
which it will become dysfunctional.
 Designing point to the exceptions at critical point: If a control has to be effective, it must control
the exception and that too at the critical point. For example, the critical point in home delivery of a
birthday cake is the time and accuracy of writing the name. The exception can be wrong name due
to spelling variations and the time delivery due to wrong address. Therefore, control should exist so
that the delivery order phone number and the spelling of the name is rechecked.
 Objective of controls: Many management actions are subjective, but when controls are created,
they must be objective, accurate, and must suit a standard. While this may be relatively easy in
machine related system and financial related indicator, we have to be careful when we have to
relate it to the intangible areas.
 Flexibility: Controls must be flexible to include the changed the plans, unforeseen circumstances, or
outright failure. For example, Sambhavi may use budget control to say the inventory level but if the
sales are significantly higher or lower, there should be flexibility in the control.
 Fitting to the organisational culture: Imagine putting tight control over Sambhavi whose culture is
family like and open with the freedom to experiment. The control will most certainly affect the
culture which to being with is the competitive advantage of Sambhavi.
 Economy of controls: Control must be worth their costs. Creating controls which are excessively
expensive is counter-productive. For example, we cannot have the same controls in an aircraft and
a car.
 Ability to lead to corrective action: The control should lead to corrective action. Only then it closes
the loop and leads to better performance. For example, if the ROI of an outlet is below the
standards specified, there should be a review system, which detects the sections that have not
contributed their part and have exceeded it so that the performance can be corrected or rewarded.

Q. 2. Explain the component and functions of attitude?

Ans: There are three components of an attitude namely:

 Cognition: It is the mental process involved in gaining knowledge and comprehension, including
thinking, knowing, remembering, judging and problem solving. The cognition component of an
attitude reflects a person’s perceptions or beliefs. Cognitive elements are evaluative beliefs and are
measured by attitude scales or by asking about thoughts.

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  Affect: This components refers to the person’s feeling that result from his beliefs about a person,
object or situation. A person who believes that hard works earns promotions may feel angry or
frustrated when he works hard but is not promoted. The affective component becomes stronger as
an individual has more frequent and direct experience with a focal object, person or situation.
 Behaviour: This component refers to the individual’s behaviour that occurs as a result of his felling
about the focal person, object or situation. An individual may complain, request a transfer, or be
less productive because he feels dissatisfied with work.
Functions of attitude
According to Katz, attitude serve four important functions from the view point of organisational behaviour.
These are as follows:

 Adjustment function: Attitude often help people to adjust to their work environment. Well-treated
employees tend to develop a positive attitude toward their job, management and the organisation
in general, while berated and ill treated organisational members develop a negative attitude. In
other words, attitudes help employees adjust to their environment and forms a basis for future
behaviour.
 Ego-defensive function: Attitude help people to retain their dignity and self-image. When a young
faculty member who is full of fresh ideas and enthusiasm, joins the organisation, the older
members might feel somewhat threatened by him. But they tend to disapprove his creative ideas
as crazy and impractical and dismiss him altogether.
 Value-expressive function: Attitude provide individuals with a basis for expressing their values. For
example a manager who values hard and sincere work will be more vocal against an employee who
is having a very casual approach towards work.
 Knowledge function: Attitude provide standards and frames of reference that allow people to
understand and perceive the world around them. If one has a strong negative attitude towards the
management, whatever the management does, even employee welfare programmes, can be
perceived as something bad and as actually against them.

Q. 3. Define leadership? Write a brief note on ‘Contingency Theories of leadership’?

Ans: Warren Bennis’ definition of leadership is focused much more on the individual capability of the
leader. Leadership is a function of knowing yourself, having a vision that is well communicated, building
trust among colleagues, and taking effective action to realise your own leadership potential.A simple
definition of leadership is that leadership is the art of motivating a group of people to act towards
achieving a common goal. This definition of leadership capture the leadership essentials of inspiration and
preparation.
Contingency Theories of Leadership
Contingency theories suggest that there is no one best style of leadership and that an effective style
depends on how the leader adopts a style in relation to the group and the situation. A previously successful
style may not be effective in a new context. Effective leadership is about finding a good fit between the
behaviour, context and need.

 Fielder’s Contingency Model (FCM) of leadership: This model dominates the modern literature on
contingency theories. FCM postulates that the leader’s effectiveness is based on ‘situational
constingency’ which is a result of the interaction of two factors, i.e., leadership style and situational
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 favorableness. Fielder suggested that the leadership style of the leader can be measured by an
instrument called least preferred coworker. The term and its use seem to have made Fielder
unpopular. He identified three situational components that determine the favorableness of
situational components that that determine the favorableness of situation control.
 Path goal theory: Path goal theory draws its inspiration from expectancy model of motivation. If
there is a leader and a follower, the expects something and the leader is able to fulfill it by defining
it.
 Situational leadership: The work of Paul Hersey and Kenneth Blanchard resulted in this highly
popular model of situational leadership. They identified that the leaders have four leadership
styles. They are (a) telling, (b) selling, (c) participating and (d) delegating to the followers depending
on the maturity of the follower to do the task.
 Reddin’s 3D theory of managerial effectiveness: This theory builds on the Hersey Blanchard theory
of situational leadership and Blake and Mouton theory of Managerial grid. He identifies four
effective styles that are matched to the situation using the situation using the situational sensitivity
of the leaders, i.e., the ability to evaluate the situation and style flexibility or the ability to change
the style according to situation. This is four styles:
1) Bureaucrt
2) Developer
3) Executive
4) Benevolent autocrat
 Shortcomings of contingency theories: Situational approach seems to be intuitively appealing
however since there are limitless contingencies, it does not help an executive seeking what to do
and when. It does not explain how the style can be varied to the situation, whether the situation
can be varied or modified, role of values in leadership, strategic decision making of the leaders.