Curslmran Slngh AkL 43039

CuesLlon 1
Management sc|ences
1hls sclence helps wlLh selecLlon of workers sclenLlflcally and wlLh Lhls approach wlll help Lhe
organlzaLlon Lo work efflclenLly wlLh produclng Lhe speclal Lype of creamy lce cream As Lhe problem ls
relaLed Lo managemenL Lhe managemenL sLaff needs Lo be recrulLed and Lralned wlLh Lhe help of
managemenL sclences
1he ma[or prlnclples of managemenL sclences are
1 sclenLlflcally selecLlon of workers and Lralnlng
2 selecLed workers cooperaLes Lo ensure sclence of work
3 dlvlslon of work and responslblllLy
4 collecLlon of lnformaLlon abouL work pracLlces and meLhod

ulvlslon of work and responslblllLy Lhls helps Lhe managemenL Lo dlvlde Lhe sulLable work Lo
workers and have Lhe maxlmum ouLpuL from Lhe workers and Lhls also helps ln a sysLemaLlc
worklng process

SLrengLhs
1 speed ln producLlon
2 low cosL of producLlon
3 proper uLlllzaLlon of resources

Weakness
1 more avallablllLy of unskllled work force
2 more Llme consumlng producLlon process

m|n|strat|ve management Lhls supporLs Lhe organlzaLlon by dlvldlng Lhe proper sclenLlflcally selecLed
and Lralned sLaff and auLhorlLy Lo geL Lhe beLLer efflclency


1he ma[or prlnclples of admlnlsLraLlve managemenL are
1 dlvlslon of work
2 auLhorlLy
3 dlsclpllne
4 unlLy of command
3 unlLy of dlrecLlon
6 subordlnaLlon of lndlvldual lnLeresLs Lo Lhe general lnLeresL
7 remuneraLlon
8 cenLrallzaLlon
9 scalar chaln
10 order

auLhorlLy Lhe supervlsory auLhorlLy lmplemenLs Lhe orders glven by admlnlsLraLlve Lo galn Lhe ob[ecLlve
of Lhe organlzaLlon


Curslmran Slngh AkL 43039
ulsclpllne 1he workers and sLaff work accordlng Lo Lhe pollcy of Lhe company Lo malnLaln Lhe dlsclpllne
ln Lhe organlzaLlon


SLrengLhs
1 organlze and bulld up human sLrucLure of Lhe organlzaLlon
2 coordlnaLe and blnd up Lhe producLlon acLlvlLy
3 conLrol and conflrmaLlon of rules and pollcles



Weakness
1 More supervlsory sLaff worklng on Lhe same Lask
2 Chances of confllcLs ln sLaff

contemporary approaches 1hls approach helps Lhe organlzaLlon Lo manage Lhe slLuaLlons whlch
depend accordlng Lo Lhe needs and organlzaLlon pollcy

1 1here are no unlversally appllcable seL of managemenL prlnclples and rules Lo manage Lhe
organlzaLlon
2 organlzaLlons are lndlvldually dlfferenL face dlfferenL slLuaLlons and also requlre dlfferenL ways
of managlng


sLrengLhs
1 organlzaLlons are noL self conLalned and can adapL changes ln Lhelr exLernal envlronmenL
2

weakness
1 declslon Laken ln one parL of Lhe organlzaLlon affecLs every parL of Lhe organlzaLlon
2 coordlnaLlon ls requlred ln all parLs for proper funcLlonlng ln Lhe organlzaLlon

CuesLlon 2

a) 1lmber Mlll currenLly operaLes under funcLlonal sLrucLure
prlnclples lnvolved ln Lhe sLrucLure are
Span of contro| Lhls means Lhe number of levels and managers an organlzaLlon has Lo conLrol Lhe work
process blgger or wlder Lhe span of conLrol makes Lhe organlzaLlonal sLrucLure more efflclenL

Centra||zat|on Lhls descrlbes Lhe eplc of Lhe declslon from Lhe mosL upper level of Lhe organlzaLlon ln
Lhls lf Lhe key declslon are made from no or less lnpuL from lower level Lhen lL ls called a cenLrallzed
declslon


Curslmran Slngh AkL 43039
orma||zat|on Lhls descrlbes how a person can perform a [ob wlLh ln Lhe organlzaLlon rules and
regulaLlons ln Lhls a person may need less dlrecLlon as Lask are performed accordlng Lo Lhe rules seL by
Lhe organlzaLlon

Departmenta||zat|on every organlzaLlon have Lhelr own speclflc way Lo classlfy Lhe group and
deparLmenLs Lo perform grouplng work acLlvlLles Lhe basls by whlch Lhe [obs are grouped LogeLher Lo
perform Lhe work done ln a efflclenL way ls called deparLmenLallzaLlon




b) organlzaLlon new sLrucLure comblnlng Lhe new companles ls Lhe Leam sLrucLure whlch earller was
funcLlonal sLrucLure deslgn ln Lhe pasL
Span of conLrol CenLrallzaLlon lormallzaLlon ueparLmenLallzaLlon
luncLlonal
sLrucLure
narrow

Plgher More More
1eam sLrucLure Wlder decenLrallzed lesser less

uest|on 3
verLlcal coordlnaLlon ls Lhe llnk of acLlvlLles sLarLlng aL Lhe Lop of Lhe organlzaLlon wlLh Lhose aL mlddle
and lower levels Lo achleve Lhe organlzaLlonal goals

r|nc|p|es of vert|ca| coor|nat|on are

1 lormallzaLlon
formallzaLlon ls Lhe wrlLLen rules and pollcles procedures [ob descrlpLlons documenLs LhaL speclfy
acLlons Lo Lake and noL Lo Lake ln a seL of clrcumsLances lormallzaLlon helps Lhe organlzaLlon by
speclfylng expecLed behavlor ln advance Lhese pollcles provlde general guldellnes for organlzaLlon
members operaLlons Lhese rules gulde Lhe acLlon Lo be Laken under Lhe recurrlng clrcumsLances and [ob
descrlpLlons deLall a parLlcular [obs Lasks and acLlvlLles for example a sLudenL organlzaLlon wlll have
wrlLLen pollcles abouL baslc quallflcaLlons Lhese lssues are declded every year
2 Span of managemenL
Lhls ls Lhe number of subordlnaLes reporLlng Lo a manager Lhls prlnclple lmpacLs on verLlcal co
ordlnaLlon Lo deflne Lhe communlcaLlon and lnLeracLlon beLween supervlse subordlnaLes coz Loo
much of subordlnaLes managers become overloaded and coordlnaLlon becomes dlflculL and Lend Lo
loose conLrol on Lhelr unlLs and acLlvlLles under less subordlnaLes manager wlll be less uLlllzed and Lhe
conLrol of unlL wlll be efflclenL


Curslmran Slngh AkL 43039



actors |nf|uenc|ng span of contro| of management
O low lnLeracLlon requlremenL
O hlgh compeLence levels
O work slmllarlLy
O few non supervlsory duLles of manager
O hlgh moLlvaLlonal posslblllLles of work



3 CenLrallzaLlon versus decenLrallzaLlon
1o have Lhe besL posslble coordlnaLlon managers musL conslder Lhe approprlaLe level of
cenLrallzaLlon and declde Lhe power and auLhorlLy wlll be reLalned aL upper levels opposlng Lhe
cenLrallzaLlon ls denaLurallzaLlon whlch refers Lo Lhe power and auLhorlLy are delegaLed aL lower
levels lf Lhe declslons are made aL Lop level lL ls easL Lo coordlnaLe Lhe acLlvlLles of unlLs and
lndlvlduals Lop managers may have more efflclenL declslons as Lhe Lop level managers wlll be
more experlenced Lhan aL lower level ueclslon maklng aL lower level execuLes work load and
wlLh less Llme on ma[or lssues arlslng ln Lhe organlzaLlon

4 uelegaLlon 1hls prlnclple ls refers Lo Lhe Lransfer of auLhorlLy and responslblllLy from one
organlzaLlonal level Lo nexL lower level Lhe delegaLors are sLlll responslble for Lhe resulLs and
wlll be accounLable aL Lhelr own bosses As Lhls helps Lhe organlzaLlon Lo geL Lhe work done aL
mosL posslble lower level whlch asslsLs Lhe fuLure managerlal poslLlon vacancy some managers
relucLanL Lo Lhls as Lhe Lhlnk lf Lhe subordlnaLes mlghL fall bellve LhaL Lhey mlghL lack Lo Lraln
Lhe subordlnaLes

3 Llne and sLaff poslLlons


PorlzonLal coordlnaLlon ls Lhe llnk of acLlvlLles across Lhe deparLmenLs aL slmllar level Lhls helps Lhe
processlng of organlzaLlonal lnformaLlon Lo produce Lhelr producL and servlces organlzaLlon needs
more coordlnaLlon when faclng complex or changlng Lechnology envlronmenLal uncerLalnLy and
lncreased slze



r|nc|p|es of nor|zonta| coor|nat|on

1 Latera| re|at|ons
1hls ls Lhe coordlnaLlon of efforLs Lo by communlcaLlon of problems solvlng wlLh peers ln oLher
deparLmenL or unlLs raLher Lhan ralslng Lo Lhe upper level for resoluLlon
2 S|ack resources





Curslmran Slngh AkL 43039



3 D|rect contact
Lhls ls Lhe communlcaLlon of Lwo or more people aL slmllar levels ln a dlfferenL work unlLs for
purposes of coordlnaLlng and solvlng problem ulrecL conLacL allows solvlng of problem aL
mlddle and lower level wlLhouL lnvolvlng Lhe upper level managers Moreover problem can be
solved more efflclenLly by mlddle and lower levels Lhan Lop level managers as Lhese mlddle level
manager wlll be more famlllar wlLh Lhe arlslng lssues

4 L|a|son ro|es
Lhls ls a role of a manager whlch ls appolnLed Lo communlcaLe Lhe problem solvlng beLween Lo
or more areas llalson roles are requlred for slLuaLlons where Lhere ls need for conLlnuous co
ordlnaLlon beLween deparLmenLs Lo funcLlon effecLlvely


uest|on 4

art|c|pat|on |n Dec|s|on Mak|ng
Lhe Lop level managers have enough lnformaLlon Lo make Lhe besL declslon alone employee
lnvolvemenL or parLlclpaLlon managemenL refers Lo Lhe degree Lo whlch employees lnfluence on Lhe
work ls belng organlzed and carrled ouL aL Lhe lower level Lhe problem ls noL belng Lold or Lhe lower
level workers may noL be aware of Lhe problem and Lhey do noL make recommendaLlons aL Lhe
moderaLe level Lhe problem ls belng Lold Lo Lhe employees and recommendaLlons are belng consldered
and ls belng shared Lo declslon maker AL Lhe hlghesL level of lnvolvemenL Lhe declslon maklng power ls
belng glven Lo Lhe employees Lhey ldenLlfy Lhe problem and choose Lhe besL posslble soluLlon every
organlzaLlon has varlous levels of employee lnvolvemenL for eg 1hal carbon black whlch makes Lhe
black colorlng agenL ln Lyres and many oLher producLs conslders all of lLs employees aL Lhe problem
solver wlLh a moLLo Lhe can do aLLlLude of every employee ls lmporLanL says presldenL of 1hal carbon
black each year employees submlL over 600 producLlvlLy lmprovemenL suggesLlons


Sam was a sLrong wllled lndlvldual mosL of Lhe Llmes he personally dlrecLed and supervlsed Lhe efforLs
of all hls employees he gave orders dlrecLly Lo hls sales represenLaLlves and Lo Lhe planL workers lf
requlred Sam used a LradlLlonal perspecLlve of delegaLlon as hls personallLy shows he was relucLanL Lo
delegaLlon Where as 1lm Sykes has an ouLsLandlng personallLy and ls regarded as a naLural born
salesperson alLhough belng aL Lhe age of 32 yrs old he Lravels wlLh hls sales Leam whlch always helped
hlm lncreaslng Lhe sales heavlly when he wenL Lo Lhe rounds wlLh hls Leam whlch shows LhaL Lhe 1lm
was a open mlnded person and he has a hlgher delegaLlon ln hls organlzaLlon as Lhe 1lm ls uslng Lhe
currenL perspecLlve of delegaLlon Lhe workers from Sams organlzaLlon would be glven more
responslblllLy Lo work and perform whlch mlghL Lake shorL perlod of Llme for Lhese worked Lo geL
Lralned accordlng Lo 1lm perspecLlve







Curslmran Slngh AkL 43039



uest|on S
a)

Sources of ower are as fo||ow
1 LeglLlmaLe power
2 8eward power
3 Coerclve power
4 experL power
38eferenL power
ln Lhese power Lhe leglLlmaLe power ls same as auLhorlLy and LeglLlmaLe power 8eward Coerclve
power were Lhe lormal and LxperL and 8eferenL power are lnformal

Inf|uence 1act|c are are
O SllenL auLhorlLy
O CoallLlon formaLlon
b)

|eg|t|mate power ls an agreemenL beLween organlzaLlonal members LhaL people ln clear can requesL
cerLaln behavlor of oLhers execuLlve have conslderable leglLlmaLe power buL oLher employees may
have Lhls power dependlng on Lhe company rules

kewar power ls Lhe persons ablllLy Lo conLrol Lhe allocaLlon of rewards valued by oLhers and Lo
remove negaLlve relnforcemenLs managers are glven Lhese reward power such as pay promoLlons
Llme off hollday schedules and work asslgnmenLs employees also have reward power as Lhelr feedback
on supervlsor may affecL hls promoLlon s and oLher rewards

Coerc|ve power ls Lhe power Lo apply punlshmenL Lhese power are useful Lo ensure LhaL coworkers
conform Lo Leam norms many organlzaLlons depend on Lhls as lL helps ln conLrolllng Lhe coworkers
behavlor

Lxpert power orlglnaLes from a person personallLy as oLher power orlglnaLes from a poslLlon lL ls an
lndlvldual skllls and capablllLy Lo perform a Lask whlch affecL people by Lhe knowledge and skllls LhaL
oLher value

keferent power ls Lhe power when oLher ldenLlfy respecL Lhe managers as wlLh experL power referenL
power comes wlLh ln Lhe person lL ls a funcLlon of Lhe persons lnLerpersonal skllls and lL usually
develops slowly



Inf|uence tact|cs are Lhe behavlor LhaL aLLempLs Lo alLer anoLher persons behavlor anL aLLrlbuLes
lnfluence LacLlcs represenLs Lhe llkely Lo change Lhe someones aLLrlbuLes lnfluence ls power ln moLlon
lL applles one or more power bases Lo geL people Lo alLer Lhelr bellefs feellng lnfluence LacLlcs are
carrled ouL LhroughouL Lhe organlzaLlon as Lhls helps ln carrylng ouL Lhe coordlnaLlon of Lhe efforLs and
Lo achleve Lhe goals effecLlvely lnfluence works aL all levels of Lhe organlzaLlon such as execuLlves

Curslmran Slngh AkL 43039
ensure subordlnaLes compleLe Lhelr requlred Lask and coworkers lnfluence each oLher Lo compleLe Lhe
[ob and asslgnmenLs supervlsor or subordlnaLes coordlnaLe ln upward lnfluence LacLlcs Lo help Lhem ln
declslon maklng compaLlble wlLh subordlnaLes needs and expecLaLlons