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com IMT 01 Management Process Organization M2 PART A 1. Identify major planning process premises, that, in your judgment any Company would need in order to forecast its growth for the next two years. 2. What are the tools and strategies that a business organization can use for me eting the challenges of corporate social responsibility? 3. Define organization and how can an organization institutionalize ethics? 4. Discuss the different constituents of organizing. 5. What are the objectives behind centralization and mention the advantages asso ciated with it. PART B 1. What are the reasons for failure of delegation and elucidate the consequences of poor delegation? 2. How staffing processes are executed and highlight the trends affecting staffi ng function in the 21st Century? 3. Select a business or a political leader whom you admire and identify his/her leadership style. Throw some light with specific reference to transformational/ transaction al/ entrepreneurial/ trait/ charismatic style of leadership. 4. Conflict among managers emerged soon after a French company acquired a Swedis h firm. The Swedes perceived that the French management as hierarchical and arrogant, whereas the French thought the Swedes was nave and cautious and lacked achievemen t orientation. Describe ways to minimize dysfunctional conflict. 5. What is control and outline different mechanisms to exercise control.

PART C 1. Discuss how IT revolution is changing the way business is being conducted wor ldwide. 2. Why are contingency plans important and Comment on the effectiveness of MBO m ethod of goal setting? 3. What is the role of rationality, intuition and risk management in decision ma king? 4. Give a brief on span of control and sources of power. 5. Discuss the characteristics and contributions of various management approache s. CASE STUDY - I The Wayward Bus Line Things had gotten out of hand for Manuela M., the bus dispatching supervisor at the Hometown Transit Authority. Drivers were arriving late for their shifts. Buses were not r unning on time. There was

an inordinate number of breakdowns on the road, which required that the maintai nence department send out special buses to continue the route and to tow the the disabled bus bac k to the dispatching shed. There were also frequent reports of buses not following their specified ro utes, and skipping scheduled stops on their return trips. On the other hand, many drivers who start ed their trips on time to the garage late from their runs with unsubstantiated excuses. Nevertheless, t hey still had to be paid the extra monies that their union contract guaranteed them. In a disturbing numb er of cases, too, a driver s cash receipts did not conform to the normal expectation of fare collecti ons for a scheduled run. Manuela had been puzzling for some time over what to do about this deteriorating performance, when the situation was brought to a head by a call from the transit commisioner. The m ayor and I have been receiving far too many complaints from bus riders this year. The complaints include just about everything, including the rudeness of our drivers, being deliberately passed by at a bus stop and unreliable timetables. For my part, I;ve reviewed the expense reports for the la st few months and your department is way over budget, specially for overtime. Fare collections are down , too. I know that you can t be responsible for everything that s happened, but I do want yo u to come up with a plan that can put a stop to these irregularities . Management Process Orgn ization ............................ Page 4 of 5 ............................... ................................................ IMT-01 I ll do my best , said Manuela. Questions 1. What can you suggest in the way of control measures that would help Manuela C orrect the existing conditions, preferably under preventive and corrective controls? 2. Under each heading of preventive and corrective controls, mention the problem s/conditions in the case that could be solved best by the particular kind of control. 3. Discuss the problems Manuela might encounter when instituting these controls and what she could do to overcome the problems. CASE STUDY-II The Big Cookie Burnout What seemed like a simple problem with an obvious solution turned out to be anyt hing but that? It happened in the baking department of one of the nation s largest cookie makers. To o many batches of cookies, more than 10,000 dozen of them, were spoiled due to overheat ing. And when the finger-pointing was over, it was Arsenio, the department supervisor, who end ed up being the fall guy. Arsenio hadn t intended it to be that way. In fact, he was so sure that Joanna, th e chief baker on the oven line was at fault that he suspended her on the spot. It had seemed like an open-and-shut

case. Chief bakers were supposed to monitor oven temperatures continuously, even though temperatures were automatically controlled by a sophsticated series of thermosta ts. The chief bakercould override th eautomatic controls,however, if at any time she felt that the oven was getting hotter or colder to Manual and then manipulating a lever to increase or de crease the flame levels in the oven Monitoring was easily accomplished by observing a number of temperature indicat ing devices. The main temperature indicator was an automatic recorder mounted at the chief ba ker s workstation at the front end of a 200-foot-long oven. It was there that the raw cookies entered the oven. The cookies had previously been formed by an extruding machine that squee ezed the dough mixture through a battery of nozzlesonto a stainless-steel conveyor belt. After entering the oven, the belt automatically carried the cookies through the oven at a predeterm ined speed. According to the kind of cookies being baked, it took from 12 to 18 minutes for them to move from one end of the oven to the other. Besides the main temperature recorder, temperature indicators, were mounted ever y 50 feet or so so along the oven s side. The automatic temperature controls could be switched to manual control at each of these points. On the day of what came to be known as the Big burnout, the cookies were just no t overdone , they were burned to a crisp. So after first blowing his stack and shunting the spoiled cookies to the garbage truck, Arsenio demanded of Joanna, How could you ever hav elet this happen? I can t understand it, said Joanna. I never left my workstation. I must hav elooked a t the recorder a dozen times during that period. And whil eoven temperatures were nud ging the high side occasionally, they always seemed to be within the control limits. So, said Arsenio, you were too lazy to get off you duff and check the oven-side t hermometers . Management Process Orgnization ............................ Page 5 o f 5 ............................................................................ ... IMT-01 That s not true. I can t remmeber whether I checked them because I was talking with t he extruder-machine operator at that time about a problem he was having with his eq uipment. That distracted me That s no excuse, said Arsenio, and I don t believe for a moment you were talking. mach ine problems. You were probably arguing about last night s ball game. Anyway, your jo b is to watch ovens, not to chat with every person in the shop. And no matter what the main re corder indicated, you re supposed to be monitoring the oven-side thermometers. It s obvious that somew here along the line, temperatures got too high and you should hav ebeen there to take over. By not doing your job right, you made a big mistake that cost the company a lot of money.

So I mm going to suspend you for a couple of days to give you a your headd straig ht about this job . To Arsenio dismay, Joanna s suspension did not stick. Th ereason? After listening t o Joanna s story, the bakery manager asked the plant engineer to examine the oven equipment . The plant engineer found that temperatures indicated by the main recorder were accurate, as were all th eoven-side thermometers. He also checked the automatic temperature controls and found that they were functioning properly. He then asked the extruder-machine operator, and I ve had to shut the belts down from time to time to clean them . Don t you realize , said the plant engineer, that when you shut the belt dow, the belt in the oven stops, too? It is no wonder the cookies burned up. Next time you want to stop t he belt, be sure to let the chief baker know in advance. Meanwhile, we ll see if we can t adjust the aut omatic control system to avoid this problem . Questions 1. Coment on Arsenio s approach to handling this problem. 2. (i) Of the five alternative opinions provided below, which do you think is mo st appropriate and why? (ii) Rank the alternatives on a scale from 1 (most appropriate) to 5 (least appr opriate). Also justify your ranking. (iii) You may add another alternative, if you wish.But justify your opinion. a. Arsenio was justified in suspending Joanna because he had no way of knowing the whole story at the time. b. The suspension was justified because no matter what the extruder-machine operator had done, the chief baker should have discovered the belt stoppage befo r damage was done. c. Arsenio s only mistake was that he did not clearly identify and specify the p roblem to begin with. d. Arsenio s biggest mistake was to jump to a conclusion without having all the f acts. e. Arsenio solved the problem as best he could under the circumstances. Contact www.solvedhub.com for best and lowest cost solution or email solvedhub@g mail.com

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