MS1 Management Functions and Behaviour June 2006

MANAGEMENT PROGRAMME
Term-End Examination

MS1: MANAGEMENT FUNCTIONS AND BEHAVIOUR

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

Note : (i)There are two Sections A and B.
(ii) Attempt any three questions from Section A, each question carrying 20 marks.
(iii) Section B is compulsory and carries 40 marks.

SECTION A

1. What kind of decisions is a manager generally required to make in organisational context? Explain with examples as to which of these correspond to programmed And non-programmed categories.

2. Define 'Planning'. Discuss various components that would make a plan effecti,b and successful in achieving its objectives. Explain with relevant examples.

3. Why do people generally resist change? Do personal factors play a role in this process? Briefly discuss the common coping strategies for change.

4. How would you differentiate between a successful and an effective leader? Enumerating various leadership theories, briefly discuss various aspects of the Managerial Grid Theory.

5. Write short notes on any three of the following :

(i) Managerial values and Ethos

(ii) Socialisation process in an organisation

(iii) Management Information Systems

(iv) Johari Window

(v) MBO

SECTION B

6. Please read the case and answer the questions given at the end.

Roy, the president and founder of Electric Manufacturing Corporation (EMCORP) is wondering how he can follow the advice of his doctor, who had told him to take it easy after last year's coronary attack. EMCORP manufactures a full line of fractional horsepower electric motors sold to both original equipment manufacturers and distributors throughout the country. At present, the company employs approximately 1,000 people.

Roy, an engineer, has maintained tight control over all major functions throughout the years, and though each of the heads of the engineering, manufacturing, sales, finance and personnel departments has the title of vice-president, they come to Roy for approval before making any change in procedure. Usually, each of these executives sees Roy several times a day. Thrj personnel director once suggested a weekly meeting, but Roy voted the idea as too time consuming. Now. worried about his health as well as the problems of the company, Roy is beginning to feel the need for some relief from the constant pressure.

The manufacturing rising costs department shows a picture of, consistent failure to meet deliverv schedules, and an increasing nurnber of quality complaints. John, Vice President Manufacturing, admits to poor performance, but says that the cost ligures from accounting are pure history and of no use since they do not reach manufacturing until the fifteenth of the month following the month in which the work is completed. He states that his failure to meet delivery schedules is due almost entirely to the fact that the sales department makes unrealistic promises, and does not bother to check manufacturing schedules. John attributes most of the quality problems to the incessant flow of engineering changes that come without warning and with no time to work out the production problems present in all new products. Roy admits to himself that he had asked Smyth, Vice President Engineering, to put all the approved changes into production immediately.

The vice president and general manager of sales, Rita, recognizes that she has no knowledge of the manufacturing schedules and realizes that she, too, is being criticized by Roy for many broken promises in regard to delivery dates. Howevgr, Rita's chief complaint at the present time is the result of having sold a large order of standard motors to a distributor having a supply of replacement parts in stock, and then discovering that engineering had changed specifications : a change that made all replacement parts in the field obsolete. Another irritant for Rita is the tightening of credit requirements instituted by the finance department without prior consultation with the sales department. Again, Roy admits to himself that it is the same engineering change which caused so much trouble in manufacturing that is causing trouble for the sales department and making obsolete the existing stock of replacement parts. He also realizes that at his request, due to an unusually short cash position, the finance department tightened up on credit requirement.

Questions

(a) Define the major problem of EMCORP's management.

(b) Will the formation of a committee be of any value in this situation? If a committee is needed, assign a title to the committee and indicate who should be members of the committee?

(c) In the event that Roy decides to retire, will the presence of a committee make it easier or more difficult for Roy's successor? Discuss.