ADL 01 Principles and Practice of Management V3

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ADL 01 Principles and Practice of Management V3
Assignment-A
Q1): The principles of scientific management differ from the ordinary
principles. Why? Give your comments.
Q2): Discuss the new challenges and tasks of management. Explain the
contributions of Taylor and Henry Feyol in modern management thoughts.
Q3): Define leadership. Explain the features and importance of Mc Gregor’s
theory X and Y?
Q4): Are strategies and policies as important in a non business enterprise (such
as a lobour union, State Department, a hospital or a city fire department) as
they are in a business? Why and how?
Q5): Your Company offers you a promotion to a position in a location your family
does not like. Make the necessary assumptions and then state how and what you
would decide.
Assignment-B
Q1): What are the major limitations of Planning? What action can be taken to
make planning effective?
Q2): “The contingency approach to management is more a commonsense approach
“-elaborate.
Q3): Accurate appraisal of performance is difficult. In the light of this
discuss the problems involved in appraising an employee.

 

 

CASE STUDY
Automotive Components Limited is a major manufacturer of automatic filters
mostly used in automobiles of various types. It supplies filters directly to
automobile manufacturers in bulk quantity besides supplying to the market for
replacement One day, two engineers from a reputed engineering consultant visited
the factory. They inspected the production facilities and workshop. They came on
the next two days also. During their visit, the atmosphere in the workshop was
tense as the engineers made several enquiries from the foreman of the workshop.
Three days after the last visit of these engineers, a notice was put up asking
the workers to shut off motors and lights during the lunch break.
During the following week, a rumour spread that the company was not able to
discharge its contractual commitments because of the technical defects in the
plant. Therefore, a big order was likely to be cancelled resulting into closure
of the plant for some time. This period became quite disturbed both for workers
as well as for the foreman. Three workers made enquiries on different occasions
from the foreman about the reasons for the visits by the outside engineers. In
fact, one of the workers put a question, “Is there going to be layoff in the
plant”? The foreman himself being ignorant in the matter had little to say.
Thus, rumours spread further about the likely layoff and retrenchment of some
workers.
The workers became nervous and productivity dropped. They approached their union
leaders about the possible layoff and retrenchment. The union leaders criticised
the approach of the management and threatened strike if any worker was laid off
or retrenched
On getting this news of lower productivity and threat of strike, the production
manager visited the plant and talked to the foreman and some of the senior
workers. One of the office bearers of the union questioned angrily as to when
some of them are to be thrown out. The production manager was taken by surprise
and asked the foreman what workers were talking about The foreman narrated the
total situation right since the visits of outside engineers and notice of
conserving power. He also told about the rumour of cancellation of big order and
consequent retrenchment of some of the workers. The production manager was taken
aback and could not believe what the foreman was saying. He asked the foreman,
“But all this is not true; did you not tell the workers?” The foreman kept quiet

Later in the day, the production manager called a meeting of union office
bearers along with some workers. He also invited the foreman to attend the
meeting. In the meeting, the production manager informed about the objectives of
the visits of outside engineers. He told that the engineers were invited to
observe the existing machine layout and to draw plan for installing a new
equipment. He explained that notice for putting off motors and lights during the
lunch break was meant to save power as there was shortage of power and this had
nothing to do with the visits of the engineers. Regarding the cancellation of
order, he agreed that one big order was likely to be cancelled because of some
troubles at the buyer’s plant but the company had secured a much bigger order
and that instead of layoff, there would in fact be more recruitment But all
these could not convince the workers and after two days, the union gave a notice
to the production manager for a one day protest strike.
Questions
1. Discuss the reasons for the problems that arose in the company. 2.
Advise the production manager how he should proceed in the matter.
Assignment-C
Imagine that your marketing company has just merged with a manufacturing
organization. You have been asked to help provide some “basic” managerial
training to the engineers in the research and development unit of the new sister
company. To make sure you are covering the necessary issues, your boss has asked
to see an overview of materials that you will be providing the engineers. (Q1 to
5)
1.Now that both companies are merged and are a systematic arrangement of people
set to accomplish a specific purpose, they could be described as a (n).
a) business unit
b) multinational company
c) organization
d) holding company
2. One of the first things the engineers need to learn is that are the people
who direct the activities of others in an organization.
a) directors
b) managers
c) subordinates
d) line workers
3. Another fact that engineers need to learn is that supervisors may frequently
be referred to as .
a) middle managers
b) top managers
c) project leaders
d) first-line managers
4. Many of the engineers in the group are unclear about what managers actually
do. Your training materials explain that a manager’s job focuses on.
a) the performance of clerical duties
b) personal achievement
c) helping others accomplish their work goals
d) supervising groups rather than individual employees
5. Which argument for social responsibility puts forth the belief that by
becoming socially responsible, businesses can expect to have less government
regulation?
a) discouragement of further government regulation
b) stockholder interests
c) public expectations
d) public image
As a business expansion director, Shana’s goal is to scout out potential
locations and basically provide input on how her company should proceed with its
planned expansion to Europe. There are many options, including maintaining the
business’s head office in the United States and sending over company
representatives when necessary or establishing separate operations facilities
abroad and hiring locals as managers. (Q6-9)
6. If Shana’s company decides to open another company in France but maintain its
management in the United States, it would be considered.
a) a transnational corporation
b) a multinational company
c) a regional trade alliance
d) a joint venture
7. If Shana’s company decides to open a completely new operation in Germany,
tailoring the company to local customs and marketing strategies and hiring local
managers, it would be considered.
a) a multinational corporation
b) a borderless organization
c) a regional trade alliance
d) a transnational corporation
8. If Shana’s company eliminates country-designated locations and reorganizes
based on industry groups, it would be considered a .
a) borderless organization
b) strategic partnership
c) global business alliance
d) multination corporation
9. One section of Shana’s company’s business plan involves strategic alliances
and joint ventures. This section is most likely focused on the phase of the
company’s global business expansion.
a) legal
b) middle
c) final
d) preliminary
10.______________________ Classical management thinkers .
a) utilize the “it all depends” approach
b) utilize quantitative decision-making tools
c) look for the one best way to do something
d) realize that their most important and complex resource is people
11. The Hawthorne studies are an important foundation of the ______approaches.
a) classical
b) human relations
c) administrative
d) quantitative
12. Models, simulations, and queuing theory are examples of techniques found in
the
approach to management.
a) classical
b) quantitative
c) bureaucratic organization
d) modern
13. Which of the following statements does not accurately reflect the
characteristics of
contingency theory?
a) Managers should draw on all past theories in attempting to analyze and
solve problems
b) The best way to initially approach all management problems is through
scientific management
c) The contingency approach is integrative in nature.
d) Managers should stay flexible and consider the alternatives and fallback
positions when defining and attacking problems.
14.____________ In a fast-changing environment, the most effective method of
improving the quality of a product would be .
a) Kaizen
b) bureaucracy
c) reengineering
d) management science
15. A manager’s first step in the decision-making process is to__________
a) define the problem
b) identify limiting factors
c) develop potential alternatives
d) establish a control and evaluation system
16. When a manager knows what the problem is and what the alternatives are,
the manager is making the decision under the condition of__________.
a) imperfect resources
b) risk
c) uncertainty
d) certainty
17. A quantitative technique for decision making that shows a complete picture
of potential alternative decision paths is called_______.
a) the Delphi technique
b) a decision tree
c) brainstorming
d) payback analysis
18. A group effort of generating alternative ideas that can help a manager solve
a problem is called______.
a) the Delphi technique
b) out-of-the box thinking
c) brainstorming
d) the nominal group technique
19. All of the following are important strategies that a manager can use to
create a more
effective decision-making environment except______.
a) encourage others to make decisions
b) be ready to try things
c) rely solely upon himself or herself
d) recognize the importance of quality information
20. Which of the following is not a proactive reason why a business becomes
international?
a) Economies of scale
b) Searching for new customers
c) Remaining competitive
d) Needing raw materials and other resources
21. Which of the following is not a common characteristic of most multinational
corporations?
a) Creating foreign affiliates that may be owned or jointly held
b) Relying upon standardization of the product and marketing that Product
throughout the world
c) Viewing the world as the market
d) Locating affiliates in the developed countries of the world
22. Some of the major concerns of a multinational company are the stability
of a country’s currency and the availability of needed raw materials and
supplies. These are elements of which environment?
a) Political
b) Legal
c) Economic
d) Sociocultural
23. Which of the following describes planning and the international manager?

a) It is far less complicated for the international manager than for the
manager’s domestic counterpart
b) Planning is far more complicated for the international manager than for
the manager’s domestic counterpart
c) There is no difference in the level of difficulty between the planning in
domestic and international operations.
d) Planning is done by host-country personnel only.
24. Which of the following describes the sociocultural dilemma facing the
international
manager?
a) The international manager needs only to know the culture of the host
country.
b) Most host countries require international managers to apply for
citizenship in order to acquire knowledge of the culture.
c) The manager should carefully avoid integrating the home- and host-country
cultures.
d) The international manager not only must understand the culture of the host
country, but also how that culture differs from his or her home-country culture.

25. Several studies regarding leadership traits have proven which of the
following:
a) Leadership traits are universal.
b) No specific list of successful leadership traits exists.
c) Leadership traits, skills, and behaviors are common.
d) Successful leaders have similar personalities.
26. Which type of power is least associated with the autocratic style of
leadership?
a) Referent
b) Expert
c) Formal
d) Nonconforming
27. When sport coaches listen to players’ suggestions and feedback during game
intermission, they are using what type of leadership?
a) Free-rein
b) Autocratic
c) General
d) Participating
28. The contingency, path-goal, and life-cycle theories of leadership are
considered
a) autocratic.
b) organizational.
c) situational.
d) unrealistic.
29. Vision, charisma, integrity, and symbolism are all on the list of
attributes associated with what type of leaders?
a) Contingency
b) Informal
c) Transformational
d) Transactional
30. Motivational theories that emphasize the needs that motivate people are
called
a) process theories.
b) goal-setting theories.
c) content theories.
d) path-goal theories.
31. All of the following are examples of hygiene factors except
a) the work itself.
b) salary.
c) company policies.
d) working conditions.
32. According to Alderfer’s ERG theory, existence needs can be described as
a) needs for satisfactory relationships with others.
b) calls for realizations of potential.
c) calls for the achievements of competence.
d) a person’s well being.
33. According to expectancy theory, the intensity of motivation functions is

a) very difficult to determine.
b) indirectly proportional to perceived rewards.
c) directly proportional to perceived or expected rewards.
d) indirectly proportional to expected rewards.
34. When a manager redesigns a job so that the job includes an increased
number of tasks, but does not address the issues of the quality of the challenge
of the tasks, the manager is utilizing
a) job depth.
b) job rotation.
c) job enrichment.
d) job enlargement.
35. In order for a group to be considered a team,
a) at least two people must be involved.
b) the members must interact regularly and coordinate their work.
c) the members must share a common objective.
d) All of the above.
36. Teams designed to complete a specific task in an organization are called

a) product development teams.
b) project teams.
c) quality teams.
d) process teams.
37. The stage of group development in which the team members come together
to resolve conflict, achieve unity, and understand the roles members pay is:
a) performing.
b) storming.
c) forming.
d) norming.
38. The benefits of teams include all the following except
a) flexibility.
b) commitment.
c) team training costs.
d) synergy.
39. When a manager chooses to ignore a conflict situation, the manager is
choosing which conflict resolution strategy?
a) Compromise
b) Collaboration
c) Appeal to a superordinate objectives
d) Avoidance
40. An in-depth study of all the positions in an organization is described
as a
a) job evaluation.
b) job description.
c) job analysis.
d) job specification.

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