Anju and Manju are good friends.

Considering the fact that the activities involved in

managing an enterprise are common to all organisations, after completing their masters in
business management, both of them take up a job at managerial level in different
organisations as per their individual areas of interest. Anju takes up a marketing job in a retail
company and strives to increase sales whereas Manju joins an NGO and works diligently to
realize its objective related to providing employment to specially abled persons. Both of them
have to perform a series of continuous, composite, but separate functions. On some days,
Anju spend more time in planning a future display layout and on another day, she may spend
time in sorting out an employee’s problem. Both Anju and Manju make conscious efforts to
build a feeling of team spirit and coordination among diverse individuals with different needs
to build a feeling of team spirit and coordination among diverse individuals with different
needs who work under them. The effect of their management is noticeable in their respective
departments as the targets are met according to plans, employees are happy and satisfied, and
there is orderliness in its functioning rather than chaos. In context of the above case: 1.
Identify the various features of management highlighted in the above paragraph by quoting
lines from it.
ANSWER: The various features of management highlighted in the above paragraph are stated
below: a) Management is all pervasive : “Considering the fact that ………………..individual
areas of interest.” b) Management is a goal oriented process: “Anju takes up a marketing
job…………to specially abled persons.” c) Management is a continuous process: “ Both of
them……sorting out an employee’s problem.” d) Management is a group activity: “Both
Anju and Manju ………who work under them.” e) Management is an intangible force: “The
effect of their management …….rather than chaos.” 5

Jayant is working as Head Relationship Manager in the wealth management division of a

private sector bank. He has created an internal environment which is conductive to an
effective and efficient performance of his team of ten relationship management executives. A
typical day at work in Jayant’s life consists of a series of interrelated and continuous
functions. He decides the targets for his department which are in line with the objectives of
the organization as a whole. The future course of action for his team members is laid out well
in advance. The various resources required by the relationship managers like and iPad with
GPS system, account opening forms, brochures, details of account holders etc. are made
readily available to them. The executives are given sufficient authority to carry out the work
assigned to them. Jayant works in close coordination with the Human Resource Manager in
order to ensure that he is able to create and maintain a satisfactory and satisfied workforce in
his department. Through constant guidance and motivation, Jayant inspires them to realize
their full potential. He offers them various types of incentives from time to time keeping in
view their diverse individual needs. Moreover, he keeps a close watch on their individual
performance in order to ensure that they are in accordance with the standard set and takes
corrective actions whenever needed. In context of the above case: a. Identify the concept
being referred to in the following line, “He has created an internal environment which is
conductive to an effective and efficient performance of his team of ten relationship
management executives.” b. Identify and describe the various functions of the concept as
identified in part (a) of the question by quoting lines from the paragraph.

ANSWER: a) The concept of management is being referred to in the following line, “He has
created an internal environment which is conductive to an effective and efficient performance
of his team of ten relationship management executives”.
b) The various functions of the management concept mentioned in the above paragraph are
listed below: i) Planning: It is the function of determining in advance what is to be done and
who is to do it. “he decides the targets……………..well in advance”. ii) Organising :
Organising is the process of bringing together human, physical and financial resources and
establishing productive relations among them for the purpose of achieving the desired goals
efficiently and effectively. “ The various resources………the work assigned to them.” iii)
Staffing: The managerial function of staffing involves manning the organizational structure in
order to fill in the roles designed into the structure. “Jayant workis in close
coordination………….in his department.” iv) Directing: Directing involves leading,
influencing and motivating employees to perform the tasks assigned to them. “Through
constant guidance…………………diverse individual needs.” v) Controlling: Controlling is
the management function of ensuring that events conform to plans. “Moreover, he keeps a
close watch on their individual performances in order to ensure that they are in accordance
with the standards set and takes corrective actions whenever needed.” 5

Ganesh Ltd. is a highly reputed company. Different functions are performed by different
individuals in this company, who are bound together in a hierarchy of relationships. Every
individual in the hierarchy is responsible for successful completion of a particular task. Mr.
Sagar responsible for the welfare and survival of the organisation. He formulates overall
organization goals and strategies for their achievement. Mr. Bharat ensures that quality of
output is maintained, wastage of materials is minimized and safety standards are maintained.
Mr. Nagar assigns necessary duties and responsibilities to the personnel and motivates them
to achieve desired objects. At what levels of management are Mr. Sagar, Mr. Bharat and Mr.
Nagar working in Ganesh Ltd.? Justify your answer.

ANSWER: Mr. Sagar is working at the top level management. (i) He is responsible for the
welfare and survival of the organisation. He formulates overall organizational goals and
strategies for their achievement. (ii) Mr. Bharat is working at lower level of management. (iii)
He ensures that quality of output is maintained, wastage of materials is minimized and safety
standards are maintained. (iv) Mr. Nagar is working at middle level management He assigns
necessary duties and responsibilities to the personnel and motivates them to achieve desired
objectives. 4

For the last three years, Mahagun Industries is not functioning smoothly and systemically.
The relations between management and employees are becoming bitter day by day. After a
complete analysis, it was observed that employees are not working effectively and efficiently
and management is not fulfilling its commitment of increments and promotions, 1) Which
management principle is being ignored in given case? 2) Can the problem be solved if only
management becomes in fulfilling its promises? What should be the appropriate course of
action to achieve smooth and systematic functioning of Mahagun industries?

ANSWER: i) The principles of ‘Discipline’ are being violated. ii) No, the problem cannot be
solved through management efforts only. For smooth and systematic functioning of Mahagun
Industries, both employees and management should be disciplined. Employees must be
disciplined to work effectively and efficiently and management should meet their
commitments increments and promotions. 3

Rahul is a salesman in M/s Unique Industries. He did an aggressive research on a new cost
saving advertisement technique and suggests the same to his sales manager. However, the
sales manager did not pay attentions to his suggestion. Moreover, he has warned him not to
come with any suggestions in future. Which principle of management is being violated by the
manager? What should have been the appropriate way of response by the manager?

ANSWER: The principle of ‘initiative’ is being violated by the manager. Manager should
have carefully listened to the suggestions of Rahul (even though not to be implemented).
Manager should have also encouraged him to come with more suggestions in future. 3

Pankaj, a purchase manager of a company, has to purchase 85 tons of raw materials. He

purchased the raw material from a firm owned by his relative, at a rate more than market
price. Which management principle is being violated? What should have been the appropriate
course of action by Pankaj?

ANSWER: The principle violated is ‘Subordination of Individual Interest to general Interest.’

Pankaj should have invited bids from various suppliers and should have purchased the raw
material from the suppliers quoting the minimum rate. 3

Satish is the sales manager in a detergent company. He is given the responsibility of meeting
a sales target of 1500 detergents in a month. To achieve this target, Satish needs 30 sales
executives. However, he has just 18 executives under him and he is not given the authority to
employ 12 more executives. Satish is able to sell only 900 detergent only. The General
Manager of the company blames Satish for not achieving the target results. Do you think
Satish can be blamed for this? Why ?

ANSWER: No, Satish cannot be blamed for achieving the target results as the principle of
‘Authority and responsibility’ is violated. According to this principle, there should be balance
between authority and responsibility. In the given case, Satish is given the responsibility
(sales target of 1500 detergents) without necessary authority (no authority to employ 12 more
executives). 3

Radhika opens a jewellery showroom in Jaipur after completing a course in jewellery

designing. She has employed eleven persons in her showroom. For greater productivity, she
divides the work into small taks and each employee is trained to perform his/her specialized
job. The sales persons are allowed to close a deal with a buyer by giving a maximum of 10%
discount, whereas the decision to give any further discount rests with Radhika as the final
authority. In the earlier days of starting of the business, five of her employees were asked to
put in extra hours of work. In return she had promised to give them a special incentive within
a year. Therefore, after six months when the business was doing well, she awarded a cash
bonus to each of these employees to honour her commitment. However, when it comes to
settling the conflicts among her employees, she tends to be more biased her female
employees. In context of the above case: a. Identify and explain the various principles of
management that are being applied by Radhika by quoting lines from the paragraph. b.
Identify and explain the principle of management which is being violated by Radhika by
quoting lines from the above paragraph c. State any one effect of the violation of the principle
of management by Radhika as identified in part (b) of the question.

ANSWER: (a) The various principles of management that are being applied by Radhika are
listed below: i) Principle of division of work (with explanation) “For greater
productivity…….. His/her specialized jobs”. ii) Principle of Centralisation and
Decentralisation: (explanation) “The sales persons are allowed…….as the final authority”.
iii) Principle of Discipline: (explanation) “Therefore after six months……to honour her
commitment.” (b) The principle of management which is being violated by Radhika is Equity
(explanation) “However, when it comes….. her female employees.” ( c ) One effect of the
violation of the Principle of Equity is that it may lead to job dissatisfaction among the male
workers. 5

Rajvir works as a plant superintendent in a carpet making factory. In order to complete the
export orders on time, the production manager asks him to make the workers work over time
whereas the finance manager is strictly against this practice because it will increase the cost
of production. Moreover, Rajveer feels that since the company is manufacturing handmade
carpets as well as machine made carpets there is lot of overlapping of activities. Therefore,
ther should be two separate divisions for both of them wherein each division should have its
own in charge, plans and execution resources. In context of the above case: a. Identify and
explain the principle of management which is being violated. b. Also identify the principle of
management that Rajveer feels should be implemented in the factory c. Give any two
differences between the principle of management as identified in part (a) and part (b)
respectively.

ANSWER: The principle of management which is being violated is stated below: a) Unity of
command (with explanation) b) Unity of direction (with explanation) (c) The difference
between the principle of Unity of Command and Unity of Direction is given below: S.N Basis
Unity of Command Unity of Direction 1. Meaning One subordinate should receive orders
from and should be responsible to only one superior Each group of activities having same
objective must have one head and one plan 2. Aim It prevents dual subordination It prevents
overlapping of activities. 3. Implications It affects an individual employee It affects the entire
organisation 5

Davinder is a class 12th commerce student in a reputed school in Punjab. Satinder and his
elder brother who is doing his Masters in Hospital Administration from Delhi after
completing his B.Sc course. During vacations when Satinder comes home, Davinder shows
him the business studies project that he is preparing on the topic “Principles of management”.
Satinder tells him that these principles are also a part of MBA course curriculum at the
beginner’s level as they form the core of management in practice. But he finds these
principles are different from those of pure science. In context of the aboe case: a. Outline the
concept of principles of management b. Why does Satinder find the principles of
management different from those of pure science? c. Why do the principles of management
form the core of management in practice? Explain by giving any two points highlighting the
importance of principles of management.

ANSWER: . (a) The principles of management serve as a broad and general guideline for the
managerial decision making and action. (b) Satinder finds the principles of management
different from those of pure science because the management principles are not as rigid as
principles of pure science. This is due to the fact that they deal with the human behaviour and
thus, need to be applied creatively in the light of the given situation. (c) The importance of
principles of management are described below: (i) Providing managers with useful insights
into reality (explanation) (ii) Optimum utilization of resources and effective administration
(explanation) 5
Two years ago, Madhu completed her degree in food technology. She worked for some time
in a company manufacturing chutneys , pickles and murabbas. She was not happy in the
company and decided to have her own organic food processing unit for the same. She set the
objectives and the targets and formulated action plan to achieve the same. One of her
objectives was to earn 10% profit on the amount invested in the first year. It was decided that
raw materials like fruits, vegetables, spices etc. will be purchased on three months credit from
farmers cultivating organic crops only. She also decided to follow the steps required for
marketing of the products through her own outlets. She appointed Mohan as a Production
Manager who decided the exact manner in which the production activities are to be carried
out. Mohan also prepared a statement showing the number of workers that will be required in
the factory throughout the year. Madhu informed Mohan about her sales target for different
products, area wise for the forthcoming quarter. While working on the production table, a
penalty of Rs. 100 per day for not wearing the caps, gloves and apron was announced.
Quoting lines from the above para, identity and explain the different types of plans discussed.

Ans. Following are the different plans discussed in the given case: a. Objective: “One of
her………the first year”. Objectives are the ends which the management wants to achieve
through its operations. After seeing up of objectives, all other managerial activities are
planned. b. Policy: “It was decided…………..crops only.” These are general statements that
guide managerial action and decisions in implementation of a strategy. They prescribe the
mode and manner in which objectives can be achieved. c. Procedure: “She appointed
Mohan………..carried out.” It is a stipulated sequence of a course of action for handling
activities. It is the detailed description of how a work is to be performed. d. Budget: ‘Mohan
also prepared……….forthcoming quarter.” It is the statement of expected results expressed
in numerical terms. It is a plan which converts all future facts and figures in quantitative
terms. e. Rules: “While working on the product………. announced.” Rules are specific
statements that specify clearly what is to be done and what should not be. These do not allow
any flexibility.5

Suhasini a home science graduate from a reputed a college has recently done a cookery
course. She wished to start her own venture with a goal to provide ‘healthy food’ at
reasonable price. She discussed her idea with her teacher [mentor] who encouraged her. After
analysing various options for starting her business venture, they shortlisted options
Readymade and to make vegetable shakes sattu milk shakes. Then they both weighed the
pros and cons of both the shortlisted options. [a] Name the function of management being
discussed above and give any one of its characteristics. [b] Also briefly discuss ant three
limitations of the function discussed in the case.

Ans. [a] Suhasini is engaged in planning function of management. One characteristic of this
function is that planning is pervasive. It is not an exclusive function of top management but is
required at all the levels of management and in all the departments of the organisation. [b]
The limitations of planning are: i. Leads to rigidity. Once a plan is drawn, the managers are
abide by it and in case, the circumstances change, they fail to bring the required modification.
ii. May not work in dynamic environment. The organisation has to continuously adapt itself
to the changing environment. Any unforeseen change in the business environment upsets the
whole planning. iii. Reduces creativity. Planning is done majorly by the top management.
The rest of the members are given the task to implement the plans. This leads to loss of
initiativeand creativity among the staff. 5

An electronic company is facing a problem of declining market share due to increased

competition from other new and existing players in the market. Its competitors are
introducing lower price models for mass consumers who are price sensitive. For quality
conscious consumers company is introducing new model with added features and new
technological advancements. 1} Prepare a model business plan for this company. Specify
which type of plan you are preparing. 2} Identify the limitations of such plans.

Ans. The type of plan needed to be prepared under this situation is strategy and the steps
involved in preparing this plan are: I. Setting up of objective. The company may set up a long
term objective of capturing more and more quality conscious consumers or becoming a leader
in quality or trend setter in market by one year time. II. Adopting a particular course of
action: The company must import latest technology to make their goods superior than
competitor’s goods. III. Allocating resources for achieving the objectives: Company must
take permission for importing technology and must allocate extra funds to their R and D
section and appoint people with latest knowledge to innovate new technology.
2] The common limitations of these plans are: I. It may involve huge cost. II. It is a time –
consuming process. III. There is no guarantee of success. IV. It may not fit in dynamic
environment.

Human Care Ltd. Deals in medical equipment business. They import goods from Korea and
sell in domestic market. Recently the Korean company increased prices making goods
expensive. India being price sensitive market will not accept the increased price. The Director
of the company is thinking of options of importing goods from other countries like Thailand
and China. He is also thinking of purchasing goods from the existing supplier in Korea but
without packing so that it is cheaper. He will save freight charges. All this will reduce the
total cost and will enable him to make profits as before. a) Identify the concept of
management involved in the above case. b) State what is the director of Human Care
planning to do? c) Mention what steps must be followed by Human Care to make sure that
their objective of profit maximization is achieved.

Ans. a] Concept of management is “Planning.” b] Director of Human Care must evaluate all
the possible options of importing goods from Korea, China and Thailand before taking the
final decision. c] Human Care Director must follow basic steps of planning process like: I.
Setting the objective. He must decide if he wishes to continue with same supplier or he can
afford to change the supplier and introduce a new brand all over again. II. Developing
premises. He must make specific assumptions and basis for evaluation. III. Identify the
alternative courses of action or alternative options for purchasing: Prices from different
suppliers from all three countries; various options of purchasing like packed product or
without packing; credit period offered; quality of product etc. IV. Evaluate each option with
proper calculations in terms of how much each option will cost and what will be the
comparative savings. He must also check the quality of products and their acceptance in the
domestic market. V. Select the best alternative and go ahead with placing the order.

The sales manager of Sell Well Ltd. Visited a hospital to sell his company’s products. The
purchase manager of the hospital was keen to purchase the products in fact for all the
branches of his hospital across India but he asked the sales manager to give 30% discount.
Though the manager knew it was a big order and company would be able to make profits
even after offering 30% discount but he could not offer prices better than the price he had
been given by the sales director. He tried to contact the director but he was unavailable. As a
result the order could not be finalized. Identify and explain the limitations of planning the
sales manager had to face while discussing order with the prospective customer.

Ans. 1] Rigidity. The prices were fixed and there was no scope or authority given to the sales
manager to finalise the order. 2] Does not guarantee success. The prices were decided but
with no scope of negotiations. In the changing business environment, there is possibility of
competitors offering lesser prices. In such cases if prices are non- negotiable there is
possibility of losing orders to competitors. 3] Reduces creativity and motivation to do things
differently. The sales manager has no scope of offering products to match customer’s needs
or requirements. In the present scenario he will simply visit customers and give prices, if the
prices are acceptable to the customer the order will be finalized otherwise the sales manager
may not put in extra effort to convince or attract customer to buy his products.

A company, which manufactures a popular brand of toys, has been enjoying good market
reputation. It has a functional organisational structure with separate departments for
Production, Marketing, Finance, Human Resources and Research and Development. Lately to
use its brand name and also to cash on to new business opportunities it is thinking to diversify
into manufacture of new range of electronic toys for which a new market is emerging. a]
Prepare a report regarding organisation structure giving concrete reasons with regard to
benefits the company will derive from the steps it should take.

Ans. The company should change its organisational structure from Functional to Divisional.
The main reason for the change is that company is diversifying and is planning to add new
products to its existing product line. This will mean that the organisation will increase its
scale of operations, will have larger number of employees leading to increase in levels of
management. It will be better for company to create divisions for each product for effective
control on quality and production. The benefits of adopting divisional structure of
organisation are: i. It will lead to product specialization. ii. It will provide growth
opportunities for employees. iii. It will define accountability and responsibility for the
performance of each division. iv. Independent functioning will promote flexibility and
employee initiative. v. New divisions provide growth and expansion opportunities for the
organisation.

A company manufacturing sewing machines set up in 1945 by the British promoters follows
formal organisational culture in totality. It is facing lot of problems in delays in decision
making. As the result it is not able to adapt to changing business environment. The workforce
is also not motivated since they cannot vent their grievances except through formal channels,
which involve red tape. Employee turnover is high. Its market share is also declining due to
changed circumstances and business environment. a] You are to advise the company with
regard to change it should bring about its organisation structure to overcome the problems
faced by it. b] Give reasons in terms of benefits it will derive from the changes suggested by
you. c] In which sectors can the company diversify keeping in mind the declining market for
the product the company is manufacturing?

Ans a] The company should try and encourage the formation of informal organisational
structure within the formal structure of the organisation. b] Benefits the organisation will
enjoy with the formation of Informal organisation are as follows: i. Quick communication
and faster feedback. The information transmitted without following formal channels will
spread faster and it will also receive quick response from the receiver. ii. Fulfills social needs.
The informal structure has groups of like-minded people. Therefore, it allows them to satisfy
their social needs, gives them sense of belongingness and motivates them to perform better.
iii. Makes up for inadequacies of formal organisation. Informal organisation provides
feedback on organisational policies, procedures or decisions taken by top management. It
facilitates formal organisation to incorporate the positive suggestions and adapt to the
changes for the better. c] The company can diversify or add new products in their existing
line of products. For example, they may introduce embroidery machines, handy sewing
machines, automatic or computerized embroidery or buttoning machines, interlocking
machines etc. They may also introduce sewing machines for differently- abled people.

A company X limited manufacturing cosmetics, which has enjoyed a pre-eminent position in

business, has grown in size. Its business was very good till 1991. But after that, new
liberalised environment has seen entry of many MNC’S in the sector. With the result the
market share of X limited has declined. The company had followed a much centralised
business model with Directors and divisional heads making even minor decisions. Before
1991 this business model had served the company very well as consumers had no choice. But
now the company is under pressure to reform. a) What organisation structure changes should
the company bring about in order to retain its market share? b) How will the changes
suggested by you help the firm? Keep in mind the sector in which the company is FMCG.

Ans. a) Company should introduce certain degree of decentralization in the organisation. Top
management should delegate authority and responsibility to middle and supervisory levels so
that they can concentrate on taking strategic decisions to improve company’s market share. b)
A company working in the FMCG sector requires quick decisions and that too at the point of
action. Therefore, if decentralisation is introduced the company will be greatly benefitted.
The various benefits company may enjoy are: i. It will develop initiative among subordinates
to take decisions and find more effective ways of fulfilling responsibilities. ii. It will build
confidence and give experience to existing employees thus developing managerial talent for
the future. iii. It will facilitate quick decision making leading to faster actions with lesser
confusions. iv. It will give relief to the top management from day to day decision making and
thus allow them to focus on more crucial issues. v. Effective management will help business
to use opportunities for expansion and growth. vi. It will be easier to fix accountability
leading to better control and meaningful performance evaluations.

Bhuvan and Co. are running a shoe manufacturing company successfully. So they planned to
expand their business activities by adding more line of products, i.e, leather bags, belts, and
garments. Which type of structure would you recommend after expansion and why?

Ans. Presently, Bhuvan and Co. are manufacturing only one product so the most suitable
organisation structure is functional but on expansion if they are adding more line of products
then the suitable organisation structure will be divisional structure as it is a perfect structure
for multiproduct manufacturing company due to following reasons: 1) Product specialisation.
All the activities related to one type of product are grouped under one department only which
brings integration and co-ordination in the activities. 2) Fast decision making. The decisions
are taken must faster in divisional structure because there is no dependence on other
departments for taking decisions. 3) Accountability. In this type of structure, the performance
of individual departments can easily be assessed and you can hold the department
accountable for non-accomplishment of objectives. 4) Flexibility. Fast decision-making leads
to flexibility. 5) Expansion and growth. New departments can be added without disturbing
existing departments.

In a company all recruiting, screening and training process for data entry, etc. are done by one
officer only. Their competitor was attracting most qualified employees. As a result this company had
to choose from candidates who have soft skills and less qualifications. On the basis of above case
answer the following questions i) What problem do you see company is facing? ii) How can this
problem be solved?
Ans. i) This company has failed to recognise the human relation approach. This approach considers
human resources as most important factor. They are dependent on personnel officer for all the
activities whereas they have failed to recognise the importance of human resource management. ii)
This problem can be solved by setting up a human resource management department which
performs following functions: a) Human Resource Planning. It means determining the number and
type of personnel required to fill the vacant job positions of an organisation. b) Employing people,
i.e., recruitment, selection and placement of personnel. c) Career growth, i.e., training and
development of employees d) Performance appraisal including feedback. e) Motivation by offering
financial and non-financial incentives. f) Compensation or remuneration of employees keeping in
mind their qualifications and other factors. g) Providing social security and welfare of people. h)
Review and audit of personnel profit and procedure.

2. A company X Ltd. Is setting up a new plant in India for manufacturing auto components? India is
highly competitive and cost effective production base in this sector, X Ltd. Is planning to capture
about 40% of the market share in India and also export to the tune of at least $5 million in about 2
years of its planned operations. To achieve these targets it requires a highly trained and motivated
work force. You have been retained by the company to advise it in this matter. i. Outline the process
of staffing the company should flow. ii. Which sources of recruitment should the company rely
upon? Give reasons for your recommendation. iii. Outline the process of selection the company
should follow with reasons. iv. Which methods of training and development should company
initiate? Explain giving reasons.

Ans. i) the steps involved in the staffing process which company should follow are: a) Estimating
manpower requirement. b) Recruitment c) Selection d) Placement and Orientation e) Training and
Development. ii) Company should rely upon external source of recruitment as companies require to
set up a new plant and large number of manpower with latest technology. Reasons for relying on
external sources are: a) Fresh Talent. With external recruitment fresh and new talent come to the
organisation. b) Wider Choice. Through external recruitment the organisation gets wider choice. c)
Qualified Personnel. By using external recruitment the management can get qualified and trained
persons. d) Latest Technological Knowledge. Through campus placement organisation can get
employees with latest technological knowledge. e) Competitive Spirit. Through external recruitment
when outsiders join the organisation, this develops a competitive spirit in existing employees of
organisation. iii) The steps in the process of selection company should follow are: a) Preliminary
screening b) Selection test c) Interview d) References e) Medical examination g) Job offer h) Contract
of employment. iv) Company should prefer following methods of training and development: a)
Apprenticeship programme, b) Vestibule school, c) Internship training

MS. Jayashree completed her postgraduate diploma in Human Resource Management. A large
company manufacturing steel appointed her as Human Resource Manager. As of now company
employs800 persons and has an expansion plan in hand which may require another 200 persons, for
various types of additional requirements. Ms. Jayashree has been given complete charge of Human
Resource Department. i) Point out what function does she suppose to perform? ii) What problems
do you forsee in her job? iii) What steps is she going to take to perform her job efficiently?
Ans i).she is supposed to perform following functions. a) Human Resource Planning b) Employing
people c) Carrier growth d) Performance appraisal e) Motivate employees f) Fixing compensation g)
Providing social security h) Review and Audit personal policies and procedures. ii) The common
problems she must be facing are: a) Finding out basic skill necessary to perform job. b) Recruiting
and selecting right person at right job. c) Preparing written document explaining the job, job
description. d) Selecting right training method. e) Fixing adequate compensation for employees. f)
Selecting incentives to motivate employees. iii) The steps she must take to carry on her job well are:
a) Prior to staffing Deciding who will perform the job. b) Staffing plan: i) Estimating current
requirement of human resources. ii) Anticipating future requirement. c) Job specification. Deciding
qualification necessary for performing job. d) Developing assessment test. e) Locating potential
applicants. f) Advertising the job. g) Selection test/ interview. h) Final selection.