Amity Campus

Uttar Pradesh
India 201303

ASSIGNMENTS
PROGRAM: DBM
Subject Name
Study COUNTRY
Roll Number (Reg.No.)
Student Name

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INSTRUCTIONS
a) Students are required to submit all three assignment sets.
ASSIGNMENT
Assignment A
Assignment B
Assignment C

DETAILS
Five Subjective Questions
Three Subjective Questions + Case Study
Objective or one line Questions

MARKS
10
10
10

b)
c)
d)
e)

Total weightage given to these assignments is 30%. OR 30 Marks

All assignments are to be completed as typed in word/pdf.
All questions are required to be attempted.
All the three assignments are to be completed by due dates and need to be
submitted for evaluation by Amity University.
f) The students have to attached a scan signature in the form.

Signature :
Date
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_________________________________
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( ) Tick mark in front of the assignments submitted

Assignment
Assignment B
Assignment C
A

Principles and practices of Management

Section A
All questions carry equal marks.

1. Compare the three schools of management thought and discuss which theory as per
you is most important and why?
Classical school of thought is mostly concerned with managing workers and organization
more efficiently, it emphasized efficiency, process and principle, while the Behavioral
school of thought focused on understanding the factors that affect human behavior in the
organization and Quantitative school of thought focuses on improving the quality of
managerial decision making by the use of mathematical and statistical method.
I think behavioral school of thought is more important because it takes management as a process
of making active communication between individuals in an organization to influence individual
or collective behavior and also to understand factors that affect human behavior at work. It is
also important because it helps in knowing workers attitude which is associated with productivity
therefore I believe in strength of Behavioral School of Management because the persons working
in an organization should be developed and should be aware of the latest technologies which
will help them to better the organization and it requires time to time upgradation & motivation
of the employee.
2. Discuss the 14 general principles of management given by Fayol. Which principle do
you think is the most important?
The 14 general principles of management given by Fayol are as follows:

Division of Work: This means that a job or work should be divided to its
specialist to make sure that each portion of the task is given attention and effort

Authority and Responsibility: Fayol found these related, with the latter arising
from the former. The manager is given the right to give commands and orders
and made responsible for any job therefore the manager who assumes authority
also assumes responsibility.

Discipline: Fayol said discipline requires good superiors at all levels. Rules that
govern the organization must be obeyed and respected by employees. Good
leadership provided by management result in good discipline. To encourage good
discipline penalties should be applied judiciously.

Unity of Command: Only one manager should give command to employees

Unity of Direction: Each group of activities with the same objectives must have
one head and one plan

Subordination of individuals to general interest

Remuneration: must be fair giving maximum possible satisfaction to employees

and employer.

Centralisation: Fayol says individual circumstances will determine the degree to

which authority is concentrated or dispersed.

Scalar Chain: Fayol believed that Chain Superiors from highest to lowest
ranks should not be departed from needlessly but can be shot-circuited when the
need to be.

Order: A place for everything and everyone

Equity: Loyal can be elicited from personnel by combination of kindliness and

justice.

Stability of tenure: Unnecessary turnover can have high danger and costs

Initiative: Managers must sacrifice personal vanity to permit subordinates to

exercise initiative.

Espirit-De-Corps: In union there is strength emphasizing the need for team

work and importance of communication in obtaining it.

From all the mentioned general principles, I think the most important one is discipline because it
ensures that there is a good management in the organisation.

3. "Decision making is the most critical managerial task." Discuss the above statement
in light of decision-making steps.
Decision making is at the core of all planned activities. Effective decision making must
be rational, that is you have to identify and select the problem. A problem is deviation
between the actual result and the target level at which the result should be or an
opportunity level at which result could be. After that you have to analyse the course of
the problem, brainstorming all potential causes of the deviation, usually there are several

causes of a problem that require analyzing and prioritizing. This will require collecting
data which provides the facts needed rather than opinions, determine the root causes.
Generate potential decisions, for most problems there usually several solution, the first
idea is not always the best. Brainstorming and building on ideas are the most effective
ways to find the right solutions. You have use competitive benchmarking to adopt others
ideas. From there you select and plan the decision to be implemented, Prioritise the
solutions identifies using cost-benefit analysis together with the timetable demanded by
the urgency of the problem. A specific Action plan must be prepared identifying the key
activities with start and finish dates, and the named individuals who will carry them out.
The proposed plan is then presented to the next higher manager for approval, giving
opportunity for team recognition.
Decide and Implement, the project teams are responsible for implementing the decision.
Regular review of the project is essential to control progress and cost, ensuring that the
benefits are gained. Contingency plans may need to be activated to overcome practical
difficulties arising. And lastly Evaluate the decision, following successful
implementation, the project must be monitored and evaluated.

4. Which party bears more responsibility in the communication process- sender,

receiver or both'? Justify your answer.
Both parties bears more responsibilities in the communication process. Communication is
the process of sharing facts ideas and opinions in the common manner so there has to be a
sender and a receiver in order to have a complete communication. Its a two-ways
process. Communication helps in and planning and making the right decision. A sender is
the person who sends the message while a receiver is the person who receives the
message. A message is the subject matter of communication. It may consist of certain
facts, ideas, opinions etc.
5. "Planning is charting the future course of action at present." Do you agree? Discuss the
advantage of planning as a management process.
Yes, because planning establishes coordinated effort. Planning also reduces overlapping and
wasteful activities and lastly planning establishes goals and standards used in controlling.

Section B
All questions carry equal marks.

1. Management can be defined as "a process of bringing about

improvement in knowledge, skill, habits, and attitudes of the
employees 'in an organization". Discuss.

2. Which are the various types of plans you are familiar with?
Discuss the steps involved in the planning process.
There are various types of plans which include short term planning,
medium term planning and long term planning. The steps that are
involved in planning are as follows:

Identify business opportunity: You have to make an analysis

of both the internal and external environment to know the trends
in the near future.

Establishment of objectives: the overall objectives of the

organisation must be stated along the specific objectives of
department.

Determination of planning premises: Planning premises are the

assumptions about the future happenings. As planning is for future and
future is uncertain, certain assumptions about the future become
necessary.

Identifying the alternative course of action: once the alternative

courses of action are identified, the next step is to evaluate the same.

Selecting the best course of action: once the alternative course of

action has been evaluated the next step is to select the best.

Formulation of derivative plans: after the basis plan of the

organisation has been determined the next step is to prepare the
subsidiary plans to support the basic plan.

Periodic Evaluation and review: once the implantation of the plan

starts, it becomes necessary to evaluate performance of the periodic
intervals to ensure that the activities of the originations precede in the
right direction and laid down in the plan.

3. Departmentalization is grouping activities and people into

departments. Which are the various forms seen in the industry?

Departmentation by numbers: This is telling off persons who are to

perform the same duties and putting them under the superior of a manager.
This method is rapidly applying in the army.

Departmentation by time: it is grouping activities on the basis of time. It is

the oldest form of departmentation and it is generally used in low level of
departmentation.

Departmentation by Function: It is grouping activities on the basis of

function of an enterprise. The basic enterprise factions are production, selling
and financing functional departmentation bases for organisation activities
and in organizational structure.

Departmentation by Geography: is followed where geographic marked

appear to offer advantages. Geographic department most often use in sales
and production, it is not used in finance.

Depatmentation by CustomerL: group jobs on the basis of a common set

of needs or problems of specific customer.

Case Study
NO COMMISSIONS ALLOWED

When Mr. Ram Bansal took over the handbag department at RK & Company New
Delhi, he established several important goals for the department. One was to
increase sales without increasing the number of salespeople or the way they were
paid. Unlike some retail supervisors, Mr. Bansal was not in a position to use
commissions to reward improved performance. All his employees were paid a
straight wage without commissions and all members of the staff were union led. He
also wanted to improve customer service and employee satisfaction.
This arrangement offered few motivational options and had a negative effect on
employee attitudes. In other departments of the company, customers were often
shown a dressing room "cop" who asked how many garments were included and
gave them the appropriately coloured tag.
The original sales clerk rarely appeared for additional customer service. Many sales
people in the company were painfully aware of the lack of personal commitment to
their job and customers. One employee commented, "There's a lot of talk about
increasing customers." Mr. Bansal knew he had to make some changes in order to
improve the sales production in the department.

His first step was to give full-time employees their own counter area and their own
line of merchandise. He also increased the responsibility of the sales staff for
managing their own inventory and their own line of merchandise. Any sales person
who needed information was encouraged to offer the buying staff suggestions, was
encouraged to talk with buyer of handbags. Previously, the sales staff had felt they
were not supposed to talk to buyers.
Every week, Mr.Bansal brings the staff together for a meeting. At these meetings,
he emphasizes the importance of customer service 'and reviews any change in
departmental policies and procedures. He also encourages employees to discuss
problems and ask questions. These meetings provide Mr. Bansal with an opportunity
to publicly recognize the accomplishments of employees.

Questions
1. What motivational need did Mr. Bansal satisfy for his full-time employees?

2. Discuss these needs with reference to Maslow's hierarchy of needs.

3. Mr. Bansal achieved significant productivity gains because of a positive change
in employee's attitudes. What motivational strategies did he use to achieve this
success?

Section C
Objective Type Questions

All questions carry equal marks

1. The ability to see the organization as a whole and being aware how changes in
anyone part of
the organization affect all the other parts is known as:
a. Leading skill
b. Human Skill
c. Conceptual skill
d. Organising skill

2. Which of the following should be encouraged by a manager in order to develop

subordinate
loyalty?
a. Understanding and camaraderie
b. Open communication and effective delegation
c. Effective delegation and clear task definition
d. Opening communication and effective motivation

3. A system in which the level of equilibrium between its subsystems is always

dynamic may be

termed as:
a. An open system
b. A closed system
c. A system which is self sufficient and self regulatory
d. All of the above

4. A plan can not be said to exist unless:

a. It has been reduced to writing
b. It has been signed by the chairman
c. It has been conveyed to all managers
d. Commitment of resources, direction, or reputation has been made

5. The managerial function of staffing means:

a. Hiring people for the organization
b. Filling, and keeping filled, positions in the organization structure
c. Right man for the right job
d. Maintaining good relationship between staff and the line personnel

6. Corporate planning is nothing but (choose the most appropriate one).

a. Planning the future of the organization
b. Planning for expansion of the organization
c. Planning for Human Resources Utilization
d. Budgeting for an extended period

7. (2+2 = 5) effect is often used to indicate:

a. Error in mathematical problems

b. Synergy
c. Enhanced skills
d. Better management control and supervision

8. Which one of the following is not a component of McKingsey's 7-S Framework?

a. Staff
b. Skills
c. Shared value
d. Sale

9. SWOT Analysis (TOWS Matrix) is a modem management tool for:

a. Inventory control
b. Production scheduling
c. Human Resource Development
d. Developing of alternate strategies during planning 10.

10. A company
a. Is a person
b. Though a person has neither a mind nor a body of its own
c. Is an artificial person which has no body but has a mind of its own
d. Is an artificial person, invisible, intangible and existing only in contemplation of
law

11. Effective communication means:

a. 20 per cent listening
b. 50 per cent listening
c. 50 per cent reading

d. 50 per cent speaking

12. Conflict is:

a. Always destructive
b. Always constructive
c. Never constructive
d. Could be destructive or constructive

13. Job Evaluation is a technique which aims at:

a. Establishing fair and equitable pay structure
b. Analysing of requirement of updating technology
c. Assessing safety requirement of jobs
d. Improving productivity

14. Induction or Orientation is an integral part of:

a. Training
b. Selection
c. Recruitment
d. Neither of the above

15. Conflicts in work environment could be classified as under (Tick mark wrong
one).
a. Perceived conflict
b. Apparent conflict
c. Manifest conflict
d. Latent conflict

16. Industrial Dispute Act, 1947 provides the following Industrial Relations
machinery for resolution
of conflicts: (Tick mark wrong one)
a. Negotiation
b. Conciliation
c. Mediation
d. Arbitration

17. The most common type of performance appraisal scheme followed in Public
Sector is:
a. Management Group Appraisal
b. Superior-subordinate Appraisal
c. Staff-group Appraisal
d. Committee Appraisal

18. What can an organization do to alleviate stress (Tick mark wrong one).
a. Undertake a stress audit
b. Use scientific input
c. Spread the message of stress awareness
d. Organise job evaluation

19. The power a person derives from the closeness to a powerful person is known
as:
a. Authority
b. Emotional power
c. Expert power
d. All of the above

20. The saying "Give a man fish, He will eat it, Train a man to Fish, He will feed his
family" is used
in relation to which management activity?
a. Motivation
b. Recruitment
c. Training
d. Production

21. Performance review is done to:

a. Reward work done
b. Focus on areas requiring improvement
c. Giving appropriate feed back to individuals
d. All of the above

22. The influence a person has because of his high competence may be termed as:
a. Authority
b. Reflected power
c. Referrent Power
d. Reinforcing power

23. When a young person joins an organization he needs some senior person in
whom he can
confide and get advice and support. Such a relationship may be called:
a. Mentoring
b. Counselling
c. Listening

d. Understanding

24. Counselling is:

a. Helping the employee to grow and develop
b. Giving him feed back
c. Reading hi9s performance report
d. Explaining legal implications

25. The term OCTAPAC is used in relation to which of following:

a. Organisational Development
b. Organisational culture and climate
c. Quality control
d. Marketing synergy

26. Line Managers are:

a. Supervisors
b. Staff authorities
c. Managers with authority to direct operations in their spheres of activity
d. Production.& Marketing Managers

27. Job specification spell out:

a. The functional description of the job.
b. The attributes of person in terms of education, training expenses, abilities, skills
&
aptitude
c. Neither of the above
d. Both (a) & (b) above

28. The methods of recruitment may include:

a. Internal
b. Direct
c. Indirect and Third Party
d. All of the above

29. Which of the following is not a typical Rater error:

a. Average behaviour
b. First Impressions
c. Central Tendency
d. Halo effect

30. Spillover Effect in Rater Errors means:

a. Rating is influenced by the most recent Behaviour
b. Basing the entire appraisal on the basis of one perceived positive quality
c. Allowing past performance to influence how present performance is evaluated
d. Ratee may be rated very strictly or very leniently

31. Key result areas are usually termed as:

a. Objectives
b. Mission
c. Goals
d. KRAs

32. The logical and possible sequences of positions that could be held by an
individual based on

what and how people perform in an organization is called:

a. Career
b. Career Anchors
c. Career Path
d. Succession Planning

33. "In-Basket" Technique is used in:

a. Production
b. Marketing
c. Training
d. Accounting

34. The Act which aims to ensure regular and prompt payment of wages and to
prevent the
exploitation of wage earners by prohibiting arbitrary fines and deductions is called:
a. The Equal Remuneration Act, 1976
b. The Payment of Bonus Act, 1965
c. TheMinimumWagesAct,l948
d. The Payment of Wages Act, 1936

35. "All reasonably healthy adults have a considerable Reservoir of Potential

Energy" is one of the
basis principles of:
a. Motivation
b. Performance Appraisals
c. Development
d. Job Evaluation

36. For reduction/retrenchment firms now offer inducements to the Workforce to

leave on their
own before they reach the age of superannuation. Such a scheme is called:
a. Golden Handshake
b. Voluntary Retirement Scheme
c. Both (a) and (b) above
d. Neither (a) nor (b) above.

37. An enquiry into the allegations of misconduct against an employee conducted

within the
organization based on the principles of natural justice is called:
a. Investigation
b. Disciplinary proceeding
c. Domestic Enquiry
d. Disciplinary action

38. What are the barriers to communication?

a. Noise
b. Ourselves
c. Stress
d. All of the above

39. Which one is not a type of communication?

a. Horizontal
b. Upwards
c. Inwards

d. Downward

40. Which one is not a stage of Group process?

a. Forming
b. Norming
c. Welcoming
d. Performing