10/15/24, 2:26 PM MPOP ASSIGNMENT 1FOR BATCH 2024 - Google Docs
Management Process and Organisational Behaviour
BCOM-109
Assignment # 1
Submitted By:
Name...Aa.aH..twpta
Enrolment No..EJ.631
Semester...4.
Class...B:S.eo.S.H..ca)
Section............
Date of Submission.SJ\O12o24
Submitted To:
Ms.Taranpreet Kaur
Assistant Professor,
MAIMS
MAIMS
Department of Commerce Maharaja Agrasen Institute of
Management Studies
Affilíated to Guru Gobind Singh Indraprastha University, Delhi Sector -22, Rohini, Delhi
- 110086, India; www.maims.ac.in
Maharaja Agrasen Institute of Management Studies
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10/15/24, 2:26 PM MPOP ASSIGNMENT 1 FOR BATCH 2024 - Google Docs
Affiliated to GGS IP University; Recognized w/s 2() ofUGC
Recognized by Bar Council of India; ISO 9001: 2015 Certified Institution
Sector 22, Rohini, Delhi -110086, India; www.maims.ac,in
Department of Commerce
Academic Year: 2022-23
Semester: Ist
Assignment No 1
(Unit No 1&2)
Course/ Subject Code: BCOM 109 Course/ Subject Title: MPOB
Issue Date: 15th October, 2024
Last Date of Submission@2"d October, 2024
Note:
1. The student should attach proper cover page for each assignment clearly mentioning Student's complete
Name, University Enrolment No., Program, Semester, Class, Section, Assignment Number, and Subject
Title. Format of Cover page is attached herewith.
2. Each assignment should be prepared by the student individually in his/her own handwriting.
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4. Black or Blue pens should be used for writing the assignment.
5. Assignment pages should be serially numbered at the bottom of page.
6. The student should use examples and illustrations in support of the answers.
Questions CO No.
Q1:Write Short Notes on: CO1
a. Approaches to Management
b. Skills of a Manager
OR
Q2. "Manager is concerned with ideas, things, and people." comment.
Q3. "Planning is to bridge the gap between present and future." CO2/3
Comment? OR
Q4. "Organizing is considered as the Backbone of Management". With respect to
this statement highlight the significance of organizing.
7. Do not use plastic folder for submission of assignment. Just staple properly all pages of an assignment.
Upload scanned copy of the complete assignment including cover page latest by due date at the link/
mode specified by the Subject-Teacher.
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10/15/24, 2:26 PM MPOP ASSIGNMENT 1FOR BATCH 2024 - Google Docs
Q5: Leo Harris, one of the assistants in a fire insurance company, is in charge of a CO3
group of clerical workers who review changed policies, endorsements, and riders,
calculate commissions and maintain records.
He is mcticulous, and everything coming out of his group is perfect. He does not
delegate authority and responsibility, but rechecks in detail all the work turned out by
his group. He keeps repeating careless and inaccurate work to them until it is perfect.
As a result, he is busy from early morning until late at night doing detail work and
neglecting his role as a supervisor.
His workers have figured him out and are taking it easy. They do slap-dash work and
correct it as often as he returns it. His manager is afraid that Harris is overworking
and heading for a nervous breakdown. The manager has told him in general terms to
delegate authority and responsibility and to discipline his group. He says that you
just can't find people anymore who have pride in their work or concern for the
company and that if he fires any of his people or they quit the replacements would
probably be worse.
A. Identify some of the reasons why do people do not delegate
authority and responsibility?
B.Explain how the responsibilities can be delegated.
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a) Approaches to Manag ement
Classicol Appro ach
Pocuses efficiency , formal structure
and hierarchy: Tt iocludes -
Scientific MonagementeFrederick Toylor)
Emphasizes task specializatioo and time
studies to improue etficiency
Admiois tra tive Menagement (Henci Foyo)
Qutlines principles like planoingorgonizing9
commandig coordina ting aod controlling
Bureaucratic Managemente max weber)
Ad vocatescleor hierarchy rules ond
diuisiooof labor.
Neo- Classical Aeproach
he Neo- clossi cal approach emeraed as a
responSe to the Limitationsof the clossical
O0 the humaA side f
opproach, focusiag more
management. Tt highliqht s thoat emp loyees
not just motiuated by financial
in centiues but olso by social yemotianaly
and psychologico fectors.
Some of its key aspects include i
Human Relations Mouemeot Toni tioted bu
Elon mayo's Hawthorne studies it stresses
he importance of Social interoctioosy
0or ker sotisfoctian a0d teomwork in
enhancing pro ductiuity
Employee Motiwotiag Emphasiz es mecting
higher- leuel needs based theories like
Maslowls Hierarchy of' Needs.
Behauiorol Science Appc oach
Stresses the importaoce of bumoo foctors io
the 0 work place ,This approoch is ief
ioflenced by
Hawther0e Studies - Pemonstra te d thot Secia|
factors. and wacker atitudes impact productiuity
Masles's Hierarchy ef Neede- Highlights tht
fulfilling employees' psychalogical aod social
0eeds enbances motiuation and performance.
ty2Quantitotiue ManegeMent Seience Aeeceach
The Quontitotiue |Managemen t Selence Approach
applies mathematical modelS, stati sticsyand
data analysis to solue Complex mancAq ement
problems and improue deci Sion -makiog t
It focuseS optimi zing resource allocation,
schedulioq and operations through tools like
Linear progromning ,simulation s ond decision
theory
This app rooch is porticulary useful in oreos
Such as inuentory manageoent, productian
aod logisticsallauing managers to make moro
obiective and dota driven decisions.
Systems Approach
UiewS an. organi zotion as System of
iatecconnected ports wor king tagether for a
ComMon goal Tt emphosizes:
Hollstic uoder standiog of the oraani 2ation
Tatearations of uarious subsystems Such as
depar tments praLeises and empleyees.
uidCaatingency Approach
Sugqests thot there is one best cwOy
to manage and thet the
best appreach
depends on situatianel factocs. Management
steateqies muet adapt bosed the
eauironment,techoologyand people.
b) Skills af a Manager
Techaical Skills - Tnealues understanding and
proficieney in speci fic tasks or ields.This isCruciol
oce directly
for lower -leuel Manag ers who are more
inuolued with day-to-day opera tion S.
HunonCinterper sonol 2 skills - The ability
towork with UnderStaod and motivate
individualsnd teorns. This skill is
ssentia_at all maneqeriol levels but is
particularlycriticol formiddle- leuel
Managers as they interact frequen ty with both
employees and upper monagement
Conceptual Skills - The ability to onalyze
Cacnplex situations and thin k strategically
lonceptoo skillsollowallow monagers to
uaderstoo d hausdiferent ports of the
orqoni zotioo ioteractard howdeisions
impact theentire Gysten. The se are
essentiol for top- level nmanaqers inuolwed
in long -term planoing and decisian
making
A) Qecisian- makiag skillsThe abilitq to
identify problems, evaluctealternotiues -
andmake choices thot lead to the
desired outcome Fefec tive monagers
mwst be able to make timel and
in formed decisioas in NoriouS SCenOrio S.
Lea dership skills- To volues guiding
and motivating emp loyees toward s
achieuing organi zotionol -9oals aood
leader shie also requices adaptability vision,
and efectiUe cammunicatioD to inspice
anddicect teams
i) Time Menagement skills- The ability to
prioritize tosks manage workload
eficiently aod meet deadlines. Monagers
must ofteo juggle
multiple respon sibilties
Land nake efective u s e of inited
resourceS.
Organizing is a crucial managemeot
function that invo lues arraoging resources,
tosks and peaple to achieue the gacls
during the planOing stage
set duing The stote ment
Suggests that arganizing- is the e bockbone
of manogeme0t because it loy s the found otion
fouodotion
for e fective functiooing and ensures that
other monagemeot actiuties -Such as
plonning directing and c ootrolling
executed
Ore
Smoothly
Sigoificance of Qrganizing
Clear tructuce - Orqanizing creates a
well - de fined structuce by diuiding
casork into specific tasks, cales and
responsi bilities. This ensuces clority
accountobilityend eficieot tos k
ollocatio
Coordinatian- Tt enables coor dinatioa
among deport meots and iadiuiduals ensurioq
thateveryo0e works towards commoo
objectiues yreducing duplication of
eorts and conflic ts.
Resource utlhzotion- lroper organizing
ensures optimal wse of resources -whether
human financialor material- by assianing
tosks bosed o skills ond compe te0cies
auoiding wastage underutilizatioo.
Adaptability- A well organi zed structure
allows far flexibility aod adaptabilits io
cesponding to exteroal chnges Such as
macket shifts techna log4 helping the
organization renain compe ti tiue.
Deleaatien and Authority- Orgonizing
est ablishes a cleor hieror chy and authority
structure, ene bling efectiue delega tion
of to sks. Tbis
This empowers monagers and
employees, making deci sion- nakirg more
cAicieot
Specializetion- Orgonizing promotes
specialzotion by assigoing tasks based
expertise, leoding to improued productiuity
and quolity of wor k
Q5AA) Reasons why peop le do not Delegcte
Authority
Fear of Losing Coatcol
Some nonagerslike Leo Harris, fea that
delegating tasks might lead to lossof
coatrol ouer the quality ood the outcomee
of thework. This feor drives them to
micromanage euery detiileuen at the
costf theic own eficiency and well-being
erfectioo sm
Monagers with high staodord s may
helieue that Ao0e else do the jab
iob
os well as the4 OIhey aSSume
thotothers will make too maay mistokes
as Seen witth Harris!s meticulos
recheckiog of his teom's work.
Lackof Trust in Team
AA lack of confidenceio subor dinotes
abilities con preuent managers from
delegatioq orris belieues his team.
doesn' have pride io their work uhich
leads to him hondiog el
all the details
him se1f.
i Feor of Competition
Some managers thot if they
delegate important tasks their subordinctes
might outshine them o be seeo oS more
compe tent which could threoten their
position.
Time lonstroints
Tronlcally , managers may belieue thot
explaiang tosks and deleq otiog them
tokes mare time thon then doing
doing i them
them selues , Horcis moy feel thot its
quicker to Corre ct the cwork bimse If
er thon teaching his tcam to
improue.
95:B) Houw Responsibilities be
Deleqoted
Assiqo Clear Respoosibilities
ossigo to sks based
Horris should ossigo
teoms skills with cleor
his
Cxpectatiaos for outcomes and
deadlkoes
)elegate Athority with Responsibilite
aive team members deci sion - mekinq
Lpower to hand le tosks independently
ollowiog them to take owners hip and be
LciccoU0toble
) ecauide Iraining
Tf Skill qaps exist Horris should
nuest io toioina to eo Sure his teom
eet the requir cd standards
without constaot ouersight
set Expectatians cod Manitor lcagress
Set cleor performance standordsand
periodicolls reuiew progress without
micromanaqiq This build s trust and
accountabiliy
Enco urage Accountability
itcleor thot tem
Horris must make
menbers are responsible for the quolity ot
their Qwo work cncooraqing them to toke
de in
pride in their tasks,
