Management Functions & Behavior

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AMITY (Assignment)
MBA
Semester 1

Management Functions & Behavior
Management Function and Behaviour MBA SEM 1

1st Block Assessment
Case Study
A young psychologist who had just joined the personnel staff of one of the major oil companies was almost immediately contacted by the man in-charge of management development about the possibility of conducting a program for the managers in research and development (R & D). There was a serious problem; a number of top scientists had been moved up into management, primarily to make it possible to pay them enough so they would not be pirated away by other oil companies. Often these individuals knew practically nothing about management and cared even less. As far as they were concerned their satisfactions and rewards came from scientific research, not their “phony” management positions. The problem was that they had subordinates who needed supervision, and they had numerous other managerial responsibilities as well. Could a management development program be devised that would help solve this problem? The psychologist believed that something could be done, but he and the director of management development encountered considerable skepticism on the part of top-level R & D management. They recognized the problem but were not at all sure that management development was the solution. Finally, the R & D vice president agreed to a pilot program for fifteen of his managers whose judgement he particularly valued. There would be one session a week on Tuesday afternoon, lasting about two hours, and if all went well the program would extend to 10 weeks. If the program appeared promising in the opinion of this initial group, it would be extended to additional groups of R&D managers as quickly as possible. The psychologist was given a clear message that he was very much on trial with the initial group.
The first session went very well right up to the lecture part and the question-and-answer period. Then a chemist, who had a long string of pattern to his credit and whose research was widely respected by the group, began to raise a series of questions about the scientific validity of what the psychologist was saying.
His point was that the field of management was not a ‘real science’, was not grounded in research, and had its origin in company folklore and ‘armchair philosophizing’. At least this was the impression he had gained, and he wondered if the psychologist would like to comment on this. The others seemed to have similar feelings, and it became apparent that this particular group would be impossible to influence unless it was established that management subject matter is grounded in science. The psychologist recognized that this whole program might be in jeopardy.

Question 1 10 / 10 pts
The management development program was designed for
middle Level
Top Level
none of the above
Low Level

Question 2 10 / 10 pts
In the case described the top level executives in the organisation are concerned with
Management problems
Scientific Research problems
none of the above
all the problems in the organisation

Question 3 10 / 10 pts
The major objective of conducting management development program was
to
New Marketing concept
none of the above
Introduce a new product
Acquaint the employees with various management practices

Question 4 10 / 10 pts
The Management Development Program was conducteded in the
Human Resource department
Marketing Department
Research and Develpoment Department
none of the above

Question 5 10 / 10 pts
Pilot program was focused on a
Small samples
Both a & b
none of the above
Large Sample

Question 6 10 / 10 pts
Top scientist believed in
none of the above
Qualitative validity of the concepts
Scientific Validity of the concepts
Both a & b

Question 7 10 / 10 pts
Scientist believed that field of management is a
Real Science
none of the above
Both a&b
Real art

Question 8 10 / 10 pts
“””The psychologist recognised that this whole program might be in jeopardy”” implies”
It was a real mess
Poor Marketing Strategies
On Trial basis
Was A Success

Question 9 10 / 10 pts
The case focuses on
Improving the Performance of the employees.
Effective Leadership
Highlighting the Importance of Theory
Comparison between theory and scientific approach of management.

Question 10 10 / 10 pts
The young psychologist who had joined the personal staff was
Confused
thought it to be Challenging
none of the above
Thrilled

Quiz Score: 100 out of 100

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2nd Block Assessments

Case Study
XYZ Supply Co., Inc. is the largest wholesale distributor of roofing supplies in the United States, and one of the nation’s largest distributors of siding, tools, windows, other select exterior building products and related supplies. Since our start in 1982, we’ve grown to become a national organization with more than 500 branches and other facilities in 44 states, over $4 billion in sales, over 7,000 employees and a company that has won the many Awards in the last six years in a row.
Business Situation
XYZ Supply Co. in the St. Louis market, which included 6 different locations, needed immediate temporary workers to meet their staffing demands due to heavy storms that past through the Midwest in the spring of 2012. They had never previously used a temp staffing company locally, but due to the urgency, they made a decision to partner with Human Resource Staffing. They made this decision due to the high number of employees they needed to acquire and the lack of the resources they had locally in their HR Department.
The skill set, experience and education of the needed employees was a wide range and would require
different recruiters to handle each. These positions included: warehouseman, general labors, clerical,
purchasing, warehouse managers and inside sales. There was a time frame of 2 weeks to set up and deliver a total of 140 people in the first month.
Solution Human Resource Staffing went to work immediately by first analyzing the requirements and the amount of staff needed to produce the results in a short time frame. We partnered with XYZ Supply’s corporate human resource department, working closely with them to make sure we were not only providing quality applicants,
but also ones that would fit with their award winning culture. We set up a one day job fair at a local hotel with 3 of our recruiters, the VP of Sales, the Account Executive in charge of the account, along with 2 corporate HR representatives from XYZ Supply’s corporate office. The team proceeded to do over 125 interviews for the day, with the goal of each interview lasting no more10-15 minutes, and with a grading scale of 1-4 for each applicant. The day after the job fair we then started re-contacting the top candidates to schedule a time to bring them in for job specific testing, drug testing, reference and background checks so that offers could be made. This was handled by the three Human Resource Staffing offices so that it was geographically favorable for the final candidates depending on where they would be placed at one of the 6 XYZ Supply locations. With any positions that there were not enough quality candidates, Human Resource Staffing then
supplemented this with contacting current employees in our data base, ads on job boards, employee
referrals, word of mouth and walk-ins to XYZ Supply stores. The Human Resource Staffing Account
Executive went out and met with each one of the store managers individually at all 6 locations so that they could identify a good cultural fit that each manager was looking for in their own store.
The Results
Within one month of the start of the project, Human Resource Staffing was able to provide a total of 140 employees to XYZ Supply Inc during this very challenging time. It was not just the quantity of the temporary workers, but also the quality that we were able to deliver. Many workers worked an additional 8-32 hours of overtime weekly. This scope of business continued for about 5 months until the production slowed down, and approximately 6 were hired on permanently. XYZ Supply Inc said that they had tried this same process around the country previously, but we were the only company to exceed their expectations.

Question 1 10 / 10 pts
“As per the case, the main objective of staffing is to
____________________”
Motivate the employees
Train the employees
Meet the staffing demands
All of the above

Question 2 10 / 10 pts
“The human resource staffing went for work in XYZ, by first”
development of the employees
analyzing the requirement
Job Description
None of the above

Question 3 10 / 10 pts
XYZ supply Co. was working for
Job specification
Job Description
Job analysis
None of the above

Question 4 10 / 10 pts
XYZ supply Co. described its process of
Recruitment
Selection
Both a&b
None of the above

Question 5 10 / 10 pts
XYZ supply Co. implied selection as a
Negative process
Positive Process
Neutral process
None of the above

Question 6 10 / 10 pts
H.R staffing of the company highlighted that the focus of HR department is
Quality applicants
Who could bend with the culture of the company
Right people at right place
All of the above

Question 7 10 / 10 pts
“Candidates were contacted by employee referrals, current employees in the database These are _____________”
Various recruiting sources
Various Training techniques
Various appraisal techniques
All of the above

Question 8 10 / 10 pts
The organization/company when decides to transfer its present employees to
different jobs is called as
Appraisal
Job rotation
Recruitment process
None of the above

Question 9 10 / 10 pts
Approximately 6 were hired on permanently. This decision was based on
Training & Description
Job rotation
Selection
Appraisal

Question 10 10 / 10 pts
The case can be best summarized as
Challenges of staffing
Success of Staffing
Challenges of H.R
Process of recruitment and selection

Quiz Score: 100 out of 100
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3rd Block Assessments

Case Study
Until the mid- 1970s, the name Kodak was synonymous with the yellow boxes in which it marketed its products boxes symbolizing quality film, technically excellent cameras for amateur photographers, and continued profits for investors. The company was known for its determined self-alliance, even maintaining a herd of cattle to provide gelatin for its film process. As an employer, Kodak was a lifetime safe bet for recent high-school and college graduates, and company loyalty among its employees was of the sort more commonly associated today with Japanese companies . There were no strikes in the U.S. plants, and the family -like corporate culture-generous, hierarchical, conservative, fiscally sound- pervaded the company and spun off benefits for the entire Rochester, new York, community. But then the world changed very
quickly for kodak. Kodak had been slow to respond to new markets opening in its business. Customer tastes had shifted from the cheap but dependable standard product, like familiar Brownie or the Instamatic camera, to the sophisticated VCRs and feature-loaded instant cameras. The electronic revolution made many more options available to amateur photographers and radically altered the technology of the industry. The decline in the use of silver halide film and subsequent increases in electronic image processes made kodak aware of the success of the instant camera. But when Kodak ventured into the instant camera market, it found itself involved in an embarrassing legal battle with Polaroid over patents. On January 9, 1986, Kodak lost the court battle, and a week later laid off 500 employees. In addition, there was foreign competition in both cameras and film. While Kodak still has the Lion’s share of the U. S. color film market, one Japanese firm, Fuji is moving up fast in quality and the market share. In addition, high end sophisticated equipment manufactures like Nikon and Minolta developed “ Point and shoot” cameras for the amateur market as soon as electronic advances made these developments
possible.
In light of these troubles, Kodak has reorganized and trimmed its force work by some 12,000 people
worldwide. It may have to close down facilities worth $230 million. Its managers have begun to pay more attention to the external environment and the changes in it. They have begun to speed up their product development process and have made some acquisitions of innovative companies. In addition, they have begun to rely on others for partnerships in some business and have started ventures into biotechnology and electronic publishing.

Question 1 10 / 10 pts
Kodak sales decline because of
both a&b
Not being updated with the latest technology
Lack of knowledge about environmental factors
None of these

Question 2 10 / 10 pts
Name the various competitors of Kodak in the market as described in the
case
Nikon
Minolta
Fuji
All of the above

Question 3 10 / 10 pts
Which function Kodak failed to concentrate on
Lack of direction and management control
Lack of technological upgradation
Lack of communication
Lack of co-ordination

Question 4 10 / 10 pts
______________ management function of Kodak was most affected/hampered by it’s policies
Staffing
Planning
None of the above
Organizing

Question 5 10 / 10 pts
Kodak after realizing it’s mistake focused on ______________
None of the above
Concentratetd on New Product Development process
Both a&b
The various environmental factors

Question 6 10 / 10 pts
Kodak’s strategy of remaining in markets was focused on
Management control
Job Performance
Communication
Diversification

Question 7 10 / 10 pts
Initially Kodak was a _______________
Very Centralized
Decentralized
Dream company to work with
None of the above

Question 8 10 / 10 pts
Kodak failure to remain in market can be attributed to _____________________
Lack of perception about the market
None of the above
Conflict Management
Lack of motivation

Question 9 10 / 10 pts
Eastman Kodak journey can be best summarized as____________________
Kodak’s effort to recapture the market
Kodak staffing policies
Kodak’s journey from success to failure
None of the above

Question 10 10 / 10 pts
“””Kodak was synonymous with the yellow boxes”” means”
Kodak was market followers
Kodak was market leaders
None of the above
Kodak was market competitors

Quiz Score: 100 out of 100

4th Block Assessments
Case study
“Jack and the People Factory”
Monday, September 17, 2001
In over two decades as CEO, Welch boosted GE’s market cap by nearly half a trillion dollars. Clearer proof of a CEO’s shrewdness and business wisdom would be heard to find. Yet reconstructing his career for the book, says Welch, brought a revelation: “ I was surprised by how many of the insights I got to in my career were there at the beginning, I just wish I’d moved faster. It took me 20 years to do what clearly could have been done in ten.”

I had been working at GE for a year as an engineer making $10,500 when my boss handed me a
$1,000 raise. I was okay with it-until I found out later that day that I’d gotten exactly what all four of us sharing an office received. I thought I deserved more than what my boss called the “standard” increase. I talked to him, but the discussion went nowhere. So, I quit. Shortly after, a young executive based in Connecticut invited Carolyn and me to dinner at a restaurant in Pittsfield. Over dinner, for four straight hours, he was hell-bent on keeping me at GE. He promised to get me a bigger raise and more important, vowed to keep the company bureaucracy out of my way. By adding $2000 to the $1,000 raise and promising an increase in responsibility and cover from the bureaucracy the young executive showed me he really cared.
Ever since that time, differentiation has been a basic part of how I manage. But differentiation is all about being extreme, rewarding the best and wedding out the ineffective. Rigorous differentiation delivers real stars-and stars build great businesses.
Obliviously, I wasn’t a natural fit for the corporation. I had little respect or tolerance for protocol.
Facing reality and performing became the mantra of GE under Welch. He gradually rebuilds the company into what he calls a “people factory” that generated success by richly rewarding talented managers and relentless culling inferior ones. Welch explains how differentiating between good and bad performers, the lesson he learned as a young plastics engineer of a global corporate giant.
In a company with more than 300,000 employees and 4,000 senior managers, we need more than just
touchy-feely good intentions. There has to be a structure and logic so that every employee knows the rules of the game. Rigor is what brings our people system to life. Every year we’d ask each of GE’s businesses to identify the people in their organizations whom they considered in the top 20%, the middle 70%, and finally the bottom 10%. If there were 20 people on the management staff, we wanted to know the four in the top 20 % and the two in the bottom 10%-by name, position, and compensation. The underperformers generally had to go.

Question 1 10 / 10 pts
The case _____________________________ is about
all of the above
Motivating
Decision Making
effective leadership

Question 2 10 / 10 pts
The case is a description about
None of the above
Effective leadership
Work Dissatisfaction
Both a&b

Question 3 10 / 10 pts
Rigorous differentiation in the case is described as
Lay off as per the work
all of the above
work based promotions
work based incentive

Question 4 10 / 10 pts
The greatest motivation for the employees in the case is
None of the above
Right appraisal
Salary
competition

Question 5 10 / 10 pts
“””Welch boosted GE’s market up by nearly half a trillion dollars”” means”
knows competitors
Welch is an effective leader
understands market well
none of the above

Question 6 10 / 10 pts
Welch’s style of leadership is _______________
Intellectual
charismatic
autocratic
democratic

Question 7 10 / 10 pts
The decisions regarding the underperformers fall under the category of
Basic decisions
Routine decisions
Strategic decisions
Tactical Decisions

Question 8 10 / 10 pts
Welch’s role as CEO can be best described as
Both a&b
Building high morale
an inspiration to employee
None of the above

Question 9 10 / 10 pts
Welch in the beginning talked about
his failure
None of the above
expressed his lack of insights
was not technology savvy
Question 10 10 / 10 pts
The case can be best summarized as
None of the above
Different styles of motivating employees
Different styles of Staffing
Different styles of Compensation

5th Block Assessments

Case Study
IBM decentralized its European operations in 1968 in order to allow local managers to react more quickly to local problems. IBM’s relatively centralized structure had been responsible for poor customer service and higher costs. The first step in the European reorganization involved major delegation of authority to local subsidiaries in each notion. Most of the delegation involved marketing functions and the need to get closer to different consumer groups. The second step split local subsidiaries into two groups, each reporting to IBM Europe’s Paris headquarters. One group consisted of the three largest and fastest growing customer countries- France, Italy and West Germany. The other group consisted of the other countries.
The next year, sales and profits rose, but not enough for IBM’s top management. So in 1987, 40 percent of the Paris headquarters staff was reduced in order to cut administrative cost. Efforts were made to make the European operation more independent, so that it could deal with European problems as European. Each subsidiary was instructed to negotiate main frame sales independently and to be more responsive to local needs, Indeed the streamlining and decentralizing of IBM Europe countries.

Question 1 10 / 10 pts
The case of IBM highlights that the company is now following
Decentralization
span of control
Chain of command
centralisation system

Question 2 10 / 10 pts
IBM was now following _________________ of authority
None of the above
Delegation
Unity of command
Centralization

Question 3 10 / 10 pts
All effects of IBM lead to ________________
None of the above
New types of organization structure
No Substantial increase in profits
Proper decentralization

Question 4 10 / 10 pts
IBM followed ____________ to connect to local customers
Decentralization
Both a&b
Centralization
None of the above

Question 5 10 / 10 pts
The decision of IBM to split into 2 steps is a part of
None of the above
Departmentation
Both a&b
Delegation

Question 6 10 / 10 pts
IBM was not able to gain profits because of its _____________ organization
system
Decentralized organization system
Centralized organization system
Poor organization system
None of the above

Question 7 10 / 10 pts
IBM’s new strategies aimed at
Differentiating between power and authority
Differentiating line & staff
differentiated between centralization and decentralization
differentiating between different types of organization

Question 8 10 / 10 pts
Each subsidiary was instructed to negotiate mainframe roles independently
implies
All of the above
IBM changed the organization structure
IBM followed span of control
IBM implemented the delegation of authority

Question 9 10 / 10 pts
The IBM’s changing strategy is to
Both a&b
Change the organization policies and structure to connect to local customer
None of the above
increase profits

Question 10 10 / 10 pts
IBM’s case can be best summarized as
Organization structure at IBM
Centralizing at IBM
Authority at IBM
Decentralizing at IBM

Quiz Score: 100 out of 100

Full Syllabus Assessment

Case Study
Hiring contingent workers can be a blessing for both organization and individual. Contingent workers provide employers with a rich set of diverse skills on an as-needed basis. In addition, hiring precisely when the specific work is to begin is cost effective. Moreover, individuals who desire to work less than full time are also given the opportunity to keep their skills sharp. At the same time, being contingent workers permits them to balance their commitment to personal matters and their careers. Many of the blessing s for individuals, however, resolve around the central assumption that an individual chooses to be a contingent worker. Unfortunately, such an assumption is not always valid. Jobs in the global village have shifted in terms of requisite skills and locations, and that trend is expected to continue. Consequently, the involuntary contingent workforce is expected to grow in the years ahead.
Being part of the contingent workforce, even if not by choice, might not be so bad if employees receive benefits that organizations typically provide to their full-time permanent employees. For instance, as a contract worker, you are required to pay all of your Social security premiums. For core and some part-time employees, the employees and the employer share in this “tax”, so some of that “extra” hourly rate of the contingent worker is taken away as an expense. Added to Social security are such things as paying for one’s health insurance. Buying health insurance through an organization that receives group rates is
generally cheaper than having to buy the insurance yourself. Another expense for the contingent worker is having to pay for one’s office supplies and equipment. As for time off with pay benefits, forget about it.
Vacation, holidays, sick leave? It’s simple. Take all you want. But remember, when you don’t work, you don’t get paid!
Nearly two decades ago there were 619,000 temporary jobs in the United States. Today that number is over 14 million. Similar trends have also been witnessed in Europe and Asia. How do employees feel about this growth in temporary work? Even though some employees appear to prefer the flexibility their contingent status affords them, it’s probably accurate to say that the majority of the workforce prefers permanent, full time employment. But in a world of rapid change, permanent employees sometimes limit management’s
flexibility. A large permanent workforce, for example, restricts management’s option and raises costs of firms that suffer the ups and downs of market cycles. So, we can expect employers to increasingly rely on
temporaries to fill new and vacated positions.
Surveys of U.S. managers reveal significant differences in values, attitudes, and beliefs that they personally hold and what they encounter in the workplace and this discrepancy is not simply a U.S. phenomenon.
Managers around the world , in such places as the Pacific Rim, Europe, and India are all facinf the same predicaments.

Question 1 10 / 10 pts
Contingent workers can maintain
good finance
rare skills
work life balance
All of the above

Question 2 10 / 10 pts
Contingent workers receive ____________ benefits as compared to full time
workers
none of the above
less
more
equal

Question 3 10 / 10 pts
The management trend of hiring contingent workers is
All of the above
a blessing
is cost effective
need of an hour

Question 4 10 / 10 pts
Hiring Contingent workers is becoming a ________ trend in todays scenario.
Unpopular
Mandatory
Popular
None of the above

Question 5 10 / 10 pts
Contingent workers are ________________ to an organization
All of the above
liability
beneficial
loyal

Question 6 10 / 10 pts
Hiring Contingent workers is a decision taken by
Low level Management
Top Level Management
Middle level management
None of the above

Question 7 10 / 10 pts
The scenario 1 can be best summarized as
Opportunities for employees
COntingent workers- A blessing or a disguise
None of the above
employment trend of next decade

Question 8 10 / 10 pts
The scenario 2 describes the difference of ___________
thoughts
nature
None of the above
Attitudes

Question 9 10 / 10 pts
“If your manager directs you to do some work, against the values and beliefs
. It is called as _______”
Unethical Organisation
Ethical organisation
Competitive
None of the above

Question 10 10 / 10 pts
Scenario 2 can be best described as
Management versus employees thinking
“Values , beliefs of the organisation”
Ethics in management around the globe
none of the above

Quiz Score: 100 out of 100

Live Interactive Session Test

Question 1 10 / 10 pts
Managerial skills required a top level
Human Skills
Conceptual skills
Technical Skills
None of the above

Question 2 10 / 10 pts
____________ Thoery is referred to as behavioural science approach
focused more on human and social aspects of the workers
Neo Classical Theory
Classical Management
Modern Organization
None of the above

Question 3 10 / 10 pts
Planning helps in
Unifying Framework
reduces the risk of uncertainity
Improves morale
All of the above

Question 4 10 / 10 pts
“____________ is deciding in advance what to do, how to do it, when to do it and who has to do it.”
Organizing
Staffing
Planning
Directing

Question 5 10 / 10 pts
MBO stands for
Management for Objectives
Measuring by Objectives
Management by Objectives
None of the above

Question 6 10 / 10 pts
“In ___________ organization charts, the flow of authority passes from top to bottom”
Vertical Charts
Horizontal Charts
Circular Charts
None of the above

Question 7 10 / 10 pts
Span of Control refers to
difference between authority and responsibility
One reporting superior
The number of subordinates a supervisor has
None of the above

Question 8 10 / 10 pts
Organizations should strive to promote Team spirit and Unity
Espirit de corps
Authority
Discipline
Division of work

Question 9 10 / 10 pts
“When employees are specialized, output can increase because they
become increasingly skilled and efficient”
Authority
Discipline
Division of work
None of the above

Question 10 10 / 10 pts
________ Is a relatively permanent change in behaviour that occurs as a
result of persons interaction with the environment
Perception
Learning
Personality
None of the above

Question 11 10 / 10 pts
_________________ is a phenomena of using power and manipulative skills
to achieve personal gains
Group
Leadership
Politics
None of the above

Question 12 10 / 10 pts
____________ is the number of different levels of authority and command in
the organization structure
Scalar chain
Span of Control
Unity of command
None of the above

Question 13 10 / 10 pts
When decisions are made closer to the customer is called as
Centralization
Decentralization
Unity of command
None of the above

Question 14 10 / 10 pts
______________ is the ability of a manager to share his burden with others
Authority
responsibility
Delegation
None of the above

Question 15 10 / 10 pts
Stages of group development begins with
Storming
Performing
Mourning
Forming

Quiz Score: 150 out of 150
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