We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Amity assignment solution help, Amity assignment answers help, Assignment Help 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 Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Amity assignment solution help, Amity assignment answers help, Assignment Help 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 Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Amity assignment solution help, Amity assignment answers help, Assignment Help 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 Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Amity assignment solution help, Amity assignment answers help, Assignment Help 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 Quiz Score: 100 out of 100 Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Amity assignment solution help, Amity assignment answers help, Assignment Help 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 Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Amity assignment solution help, Amity assignment answers help, Assignment Help 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 Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Amity assignment solution help, Amity assignment answers help, Assignment Help 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 Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Amity assignment solution help, Amity assignment answers help, Assignment Help