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F-2,Block, Amity Campus Sec-125, Nodia (UP)

India 201303

ASSIGNMENTS

PROGRAM:

SEMESTER-I

Subject Name : BUSINESS ORGANISATION AND MANAGEMENT Study COUNTRY : SOMALIA Permanent Enrollment Number (PEN) : BFIA01512010-2013019 Roll Number : Student Name : Mohamed Abdullahi Khalaf

INSTRUCTIONS

a) Students are required to submit all three assignment sets.

ASSIGNMENT DETAILS MARKS Assignment A Five Subjective Questions 10 Assignment B Three Subjective Questions + Case Study 10 Assignment C 45 Objective Questions 10

b) Total weightage given to these assignments is 30%. OR 30 Marks c) All assignments are to be completed as typed in word/PDF. d) All questions are required to be attempted. e) All the three assignments are to be completed by due dates (specified from time to time) and need to be submitted for evaluation by Amity University. f) The evaluated assignment marks will be made available within six weeks. Thereafter, these will be destroyed at the end of each semester. g) The students have to attached a scan signature in the form.

Date : 20/11/2010 Signature

( √ ) Tick mark in front of the assignments submitted

Assignment ‘A’ √√√√ Assignment ‘B’ √√√√ Assignment ‘C’ √√√√

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ASSIGNMENT A

Q1.What is Management? Discuss its essential features.

Answer:

The term “Management” conveys different meanings depending upon the context in which it is used.

According to Harold Koontz, “Management is the art of getting things done through and with people in formally organized groups”.

Management may also be defined as the “Effective Utilization of Human and Material Resources to achieve the Enterprise Objectives”

Management is a social process entailing responsibility for the effective and economical planning and regulation of a given purpose or task. It is a very popular term. All organizations - business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. It is an art of creating an environment in which people can perform and individuals can co-operate towards attainment of group goals.

The following are the important features or characteristics of management:

1. Management is getting things done: A manager does not do any operating work himself but gets it done through others. He must motivate the subordinates for the accomplishment of the task assigned to them.

2. Management is an activity: Management is a process of organized activities. It is concerned with the efficient use of resources like men, money and materials in the organization.

3. Management is a group activity: Management cannot exist independent of the group or organization it manages. It is a cardinal part of any group activity and inspires workers to put forth their best efforts.

4. Management is a universal activity: Management is a universal phenomenon. However, management principles are not universally applicable but are modified to suit the given situation and the type of organization.

5. Management is purposeful: Management is a goal-oriented activity. It is concerned with the accomplishment of goal through its various functions.

6. Management is an integrating process: Management integrates men, machines and materials for performing various operations and accomplishing the stated goals.

7. Management is intangible: Management is abstract and cannot be seen with the eyes. It is evidenced by the quality of the organization and the results.

8. Management is a profession: Management is a profession because some of its established principles are being applied in practice.

9. Management is interdisciplinary: This implies that, even though management has been developed as a separate discipline, it draws knowledge, concepts and

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discipline from other social sciences, and put it into practice for managing the organizations.

10. Management is a science and an art: Management has developed certain principles and laws which have wide applications. So it is treated as a science. It is also an art, because it is concerned with the application of knowledge for the solution of organizational problems.

11. Management is dynamic: Management is dynamic because it adapts itself to the social changes and introduces innovation in methodology.

12. Management involves decision-making: Management process involves decision-making at various levels for getting things done. It involves selecting the most appropriate alternative.

13. Management applies economic principles: Management is the art of applying the economic principles that underline the control of men and materials in the organization.

14. Management is concerned with direction and control: Management is concerned with the direction and control of the various activities. It deals particularly with the active direction of the human effort.

Q2.What is planning? Explain briefly the different types of Plans giving suitable examples.

Answer:

According to Theo Haimann, “Planning is the function that determines in advance what should be done. It consists of selecting the enterprise objectives, policies, programmes, procedures and other means of achieving these objectives”.

According to Koontz and O’Donnell, “Planning is deciding in advance what to do, how to do it, when to do it and who is to do it”.

Therefore planning may be viewed as the process of deciding the objectives to be achieved and selecting the ways and means of achieving the pre decided objectives. It is the foundation area of management.

Planning requires administration to assess; where the company is presently set, and where it would be in the upcoming. From there an appropriate course of action is determined and implemented to attain the company’s goals and objectives. It refers to forecasting future circumstances and requirements.

There are many types of plans that organizations can use to accomplish its targets. The following table explains those various plans.

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Nature of Plan Definition Nature Example Objective Goal or target to be

achieved Basis of all plans Increase sales by 10%

Policy General statement or understanding to guide thinking

Boundary within which decisions are to be made

Employees are to be promoted on the basis of seniority

Strategy Action plan to face environmental uncertainties

Relates the organization to its environment

Combative advertising to face price cuts by competitors

Procedure Manner in which activities are to be performed

Sequence of steps Purchase procedure

Rule State what should and should not be done in a situation

Rigid plan, no scope for discretion

No smoking in the factory

Programme Combination plan for goal achievement

States activities and resources to be undertaken

Installation of a computer

Schedule Time-table for activities

Specifies priority of work and time for each activity

Complete installation of computer within 3 months w.e.f March 2009

Budget Statement of expected results and resources to be used

Quantitative and time bound plan of action

Produce 10,000 tonnes of sugar next year

Project Cluster of interrelated activities-a separate unit

Scheme for deployment of resources

Construction of a flyover

Plans commit individuals, departments, organizations, and the resources of each to specific actions for the future.

There are four major types of plans that can help managers achieve their organization's goals: strategic, tactical, operational, and contingency. Operational plans lead to the achievement of tactical plans, which in turn lead to the attainment of strategic plans. Managers develop a contingency plan in case their original plans fail.

1. Operational plans: The specific results expected from departments, work groups, and individuals are the operational goals.

An operational plan is one that a manager uses to accomplish his or her job responsibilities. Supervisors, team leaders, and facilitators develop operational plans to support tactical plans.Operational plans can be a single-use plan, an ongoing plan, a polcy, a procedure, or a rule.

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2. Tactical plans: A tactical plan is concerned with what the lower level units within each division must do, how they must do it, and who is in charge at each level. Tactics are the means needed to activate a strategy and make it work.

3. Strategic plans: A strategic plan is an outline of steps designed with the goals of the entire organization as a whole in mind, rather than with the goals of specific divisions or departments. Strategic planning begins with an organization's mission.

Strategic plans look ahead over the next two, three, five, or even more years to move the organization from where it currently is to where it wants to be.

4. Contingency plans: Intelligent and successful management depends upon a constant pursuit of adaptation, flexibility, and mastery of changing conditions. Strong management requires a “keeping all options open” approach at all times. That is where contingency planning comes in.

Contingency planning involves identifying alternative courses of action that can be implemented if and when the original plan proves inadequate because of changing circumstances. Unexpected problems and events frequently occur. When they do, managers may need to change their plans. Anticipating change during the planning process is best in case things don't go as expected.

Q3.Explane in brief the essential features of a joint stock company

Answer:

A joint stock company is a type of business entity: it is a type of corporation or partnership between two. Certificates of ownership (or stocks) are issued by the company in return for each contribution, and the shareholders are free to transfer their ownership interest at any time by selling their stockholding to others. Following are the essential features of such companies:

• Legal formation: No single individual or a group of individuals can start a joint stock company. It comes into existence when it registered after completion of all legal formalities required. • Artificial person: A joint stock company starts, grows, enters into market, and then loses its position and disappears, just like a person, so its called an artificial person as it’s birth, existence and death are regulated by law. • Separate legal entity: A joint stock company has its own separate existence independent of its investors. This means that a joint stock company can own property, enter into contracts and conduct any lawful business in its “own” name. • Common seal: A joint stock company has a “common seal”, which is used while dealing with others or entering into contracts with outsiders. It can be used by any officer in the organization working on behalf of the company. Any document, with the company's seal, and signed by any official of the company, becomes binding on the company.

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• Perpetual existence: A joint stock company continues to exist as long as it fulfils the requirements of law. It is not affected by the death, lunacy, insolvency or retirement of any of its investors. • Limited liability: In a joint stock company, the liability of a member is limited to the amount he has invested. • Democratic management: Joint stock companies have democratic management and control. Normally, the investors elect representatives from among themselves known as ‘Directors’ to manage the affairs of the company.

Q4.What is an organization? Distinguish between functional and product departmentation

Answer:

• Definition: William Scott defined organization, and said; “Organizations are collectivities of people that have been established for the pursuit of relatively specific objectives on a more or less continuous basis.”

According to Louis A Allen: “Organization is the process of identifying and grouping of the work to be performed, defining and delegating responsibility and authority and establishing relationship for the purpose of achieving organizational goals.”

In the words of F.J Wright: “Organization is the arranging or combining of resources to achieve an economic betterment with the resources available to achieve the maximum result or profit with the best least possible resources.”

An organization is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment.

• Departmentation is usually done according to function, products or services, territory, customer, process and equipment, time, or matrix design.

Functional Departmentation: is the grouping of activities by functions (the jobs to be done). Activities that are alike or similar are placed together in one department and under a single chain of command. For example, a manufacturing manager might organize a plant by separating engineering, accounting, manufacturing personnel and supply specialists into common departments. A hospital might have a research department, patent care department, accounting department and so forth. Of course, departmentalization by function can be used in all types of organizations. Only the functions change to reflect the organization’s objectives and activities.

Functional departmentation is the most widely used type of departmentation because of its simple logic. It is suitable for organizations dealing with a single product.

Product Departmentation: is grouping activities by product or service line. Thus placing all activities related to the product or the service under one manager. Many companies utilize product or service departmentation. LA Gear is an example of those companies.

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Its structure is based on its varied product lines which include women’s footwear, children’s footwear and men’s footwear. Another example is banks, most of them have separate departments for commercial loans, installment loans, savings accounts, and checking accounts.

Q5. (a)Distinguish between delegation and decentralization

Answer:

A manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority. Delegation of Authority means division of authority and powers downwards to the subordinate. It is about entrusting someone else to do parts of your job. Delegation of authority can be defined as subdivision and sub-allocation of powers to the subordinates in order to achieve effective results.

Decentralization is a systematic delegation of authority at all levels of management and in all of the organization. In a decentralization concern, authority is retained by the top management for taking major decisions and framing policies concerning the whole concern. Rest of the authority may be delegated to the middle level and lower level of management.

The degree of decentralization will depend upon the amount of authority delegated to the lowest level.

The table below shows the difference between delegation and decentralizing:

Basis Delegation Decentralization Responsibility Responsibility remains of the

managers and cannot be delegated

Responsibility is also delegated to subordinates.

Freedom of Work

Freedom is not given to the subordinates as they have to work as per the instructions of their superiors.

Freedom to work can be maintained by subordinates as they are free to take decision and to implement it.

Nature It is a routine function It is an important decision of an enterprise.

Grant of Authority

The authority is granted by one individual to another.

It is a systematic act which takes place at all levels and at all functions in a concern.

Degree Degree of delegation varies from concern to concern and department to department.

Decentralization is total by nature. It spreads throughout the organization i.e. at all levels and all functions

Process Delegation is a process which explains superior subordinates relationship

It is an outcome which explains relationship between top management and all other departments.

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Essentiality Delegation is essential of all kinds of concerns

Decentralization is a decisions function by nature.

Withdrawal Delegated authority can be taken back.

It is considered as a general policy of top management and is applicable to all departments.

Freedom of Action

Very little freedom to the subordinates

Considerable freedom

(b)Explain in brief the significance of staffing.

Staffing is the process of filling all positions in the organization with adequate and qualified personnel. According to Koontz and O’Donnell, “The managerial function of staffing involves manning the organizational structure through proper and effective selection, appraisal and development of personnel to fill the roles designed into the structure”. Staffing consists of manpower planning, recruitment, selection, training, compensation, integration and maintenance of employees .Lawrence Appley remarked, “…managers would be more skilled and more competent if they were carefully selected, specifically trained, continually kept up –to- date in their field of activity, guided in their development for the assumption of greater responsibility and adequately rewarded.

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ASSIGNMENT B

Q1. Compare Maslow’s Need Hierarchy theory with that of Herzberg’s Two factor theory.

Answer:

Motivation is the process of generating enthusiasm among subordinates to dedicate their integrated efforts towards achieving the objectives of the business.

Effective direction requires proper motivation of workers. It modifies the behaviour of the subordinates and inspires them to contribute the best of their worth in their work.

Without motivation, the employees become ordinary workers, and perform average work.

From the very beginning, when human organizations were established, people had tried to find out the answer of what motivates people in the organization most.

For that reasons, Psychologists claimed that needs have a certain priority. As the more basic needs are satisfied, an individual seeks to satisfy the higher needs. If his basic needs are not met, efforts to satisfy the higher needs should be postponed. A.H. Maslow, a famous social scientist, has given a framework that helps to explain the strength of certain needs. According to him, there seems to be a hierarchy into which human needs are arranged. The following table shows Maslow's hierarchy of needs:

Level Type of Need Examples

1 Physiological Thirst, sex, hunger

2 Safety Security, stability, protection

3 Love and Belongingness To escape loneliness, love and be loved, and gain a

sense of belonging

4 Esteem Self-respect, the respect others

5 Self-actualization To fulfill one's potentialities

Another scientist who tried to find an answer for above mentioned question is Frederick Herzberg. After an intensive analysis of the experiences and, feelings of 200 engineers in nine different companies, from this research, Herzberg suggested a two-step approach to understanding employee motivation and satisfaction:

1. Hygiene Factors: Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: company policy and administration, technical supervision, interpersonal relationship with supervisors, interpersonal relationship with peers, interpersonal relationship with subordinates, salary, job security, personal life, working conditions and status.

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2. Motivator Factors: Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: achievements, recognition, advancement, work itself, possibility of growth, and responsibility. Most of these factors are related with job contents.

There is some similarity between Maslow’s and Herzberg's models. They both:

• Use a hierarchical scale. Where one stage must first be fully or largely completed before advancing to the next stage.

• Are based on the argument that "we behave as we do because we are attempting to fulfill internal needs."

• Specify the criteria as to what motivates people. However, this is controversial because people from different cultures have different values and norms, therefore have different criteria to those things which are more important.

• Herzberg's hygiene idea corresponds with Manslow's Physiological, Safety and Belongingness needs i.e. they both have the same critieria (basic pay, work conditions etc...)

• Also, Herzberg's motivators’ idea corresponds with Manslow's Esteem and Self-Actualisation needs i.e. they both have the same criteria (recognition, growth, achievement etc...).

• Both theories are influenced by environmental conditions, employee attitudes and as a result, their motivation. These influence an employee’s performance.

There are also some differences that include:

• Maslow says that each stage of the 5 must be fully or largely completed before advancing to the next stage..however, Herzberg suggested that there were only 2 stages (hygiene and motivators) instead of 5.

• Maslow said that fulfilling each stage is a motivator, however Herzberg said that fulfilling the hygiene stage only results in an employee being in neutral state and that satisfaction and motivation only comes from the 2nd stage (motivator).

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Q2.Critically examine Mc.Gregor’s Theory X and Theory y.

Answer:

Douglas McGregor proposed two theories by which to view employee motivation. He avoided descriptive labels and simply called the theories Theory X and Theory Y.

Both of these theories begin with the premise that management's role is to assemble the factors of production, including people, for the economic benefit of the firm. Beyond this point, the two theories of management diverge.

Theory X assumes that the average person:

• Dislikes work and attempts to avoid it.

• Has no ambition, wants no responsibility, and would rather follow than lead.

• Is self-centered and therefore does not care about organizational goals.

• Resists change.

• Is gullible and not particularly intelligent.

Essentially, Theory X assumes that people work only for money and security.

Theory Y makes the following general assumptions:

• Work can be as natural as play and rest.

• People will be self-directed to meet their work objectives if they are committed to them.

• People will be committed to their objectives if rewards are in place that addresses higher needs such as self-fulfillment.

• Under these conditions, people will seek responsibility.

• Most people can handle responsibility because creativity and ingenuity are common in the population.

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McGregor’s theory X relates to the classical approach to management theory, which says that the “average human being has an inherent dislike of work and will avoid it if he can.” People need, and indeed prefer to be directed and controlled and managers should use strict codes of conduct and punishments to keep employee behaviour in line.

Theory Y relates to the human relations approach to management theory, the idea that management’s task is to create an environment where employees can be innovative and productive because they are at the very least satisfied in their work.

Subscribers to the Theory X approach believe in the ‘command and control’ principle, the idea that a top-down approach to management is the organizational structure for a company. On the other hand we have the Theory Y approach which believes the job of management is to ‘facilitate and empower’ - workers should be given the best possible environment to work in, and the best way to get them to do a good job is to give them a good job to do.

Q3.Why is managing diversity significant. Explain.

Answer:

Fred Luthans has defined diversity as the presence of members of different ages, genders, ethnic groups, and/or educational backgrounds in an organization.

In Workforce America! Managing Employee Diversity as a Vital Resource, diversity is defined as “otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals and groups.”.

The Chancellor's Committee on Diversity defines Diversity as: "The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation, gender identity and other characteristics."

Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience.

It's important to understand how these dimensions affect performance, motivation, success, and interactions with others. Better management of diversity reduces costs, improves staffing, improves marketing, promotes creativity, facilitates problem solving and increases flexibility. Management of diversity requires managing cultural diversity, individual diversity and workforce diversity. Since the composition of the workforce has been changing over the past few years, managing diversity has become a challenge to organizations.

The reasons for diversity are as follows:

1. Changing demographical structure of the workforce: The modern workforce includes women, minorities, older employees and highly educated people. The

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increase in skills and education levels combined with the legal provision of equal opportunity for all have led to an increase of diversity in workforce.

2. Government legislation: Legislation has made it binding on organizations to provide equal opportunity for all employees, and this brought diversity in modern

organizations. 3. Enhances competitiveness of firms: the firms that adopt an affirmative

approach to recruiting people from diverse backgrounds have a talented and capable workforce, and gain a reputation as fair employers are more likely to attract employees.

4. Increasing globalization of firms: Managers and technical personnel who go to a foreign country to put an organizational system in place will have to change their leadership styles, communication patterns and other practices to suit the culture of the foreign country. Those organizations which value diversity are in a better position to work with people from different cultures, customs, and social norms when they go global.

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CASE STUDY

“I expect every manager in my department to act completely rational in every decision he makes”, declared Ishwar Dayal, Director Marketing in Overseas Plastics Ltd. “Everyone of us, irrespective of his position in the organisation has to be a professional rationalist and I expect him not only to know what he is doing and why he is doing it, but also to be right in his decisions. I know someone has said that a good manager needs to be right only in more than half of his decisions. But that is not good enough for me. However, one may be excused for an occasional mistake especially on matters beyond one’s control but no one can be pardoned for acting irrationally”.

“I endorse your views, Sir”, said Indu Alluwalia, his Advertising Manager, “and I always try to be rational and logical in my decisions but would you mind helping me to be sure of this by explaining what rational decisions are”?

Read and analyse the above case and answer the following questions:

(A) Explain, how Mr. Ishwar Dayal might describe what is involved in making rational decisions.

Answer:

Rational decisions are those decisions taken by a person after a cognitive process and steps, where each step follows in a logical order from the one before. It is based on thinking through and weighing up the alternatives to come up with the best potential result.

A rational decision making presupposes that there is one best outcome. Because of this it is sometimes called an optimizing decision making. The search for perfection is frequently a factor in actually delaying making a decision.

Steps in a rational decision making model

• Define the situation/decision to be made

• Identify the important criteria for the process and the result

• Consider all possible solutions

• Calculate the consequences of these solutions versus the likelihood of satisfying the criteria

• Choose the best option (B) If Ms. Indu Alluwalia then declares that there is no way that she can be completely rational, what would you suggest as a reply?

Answer: It is desirable to be as rational as possible in our dealings and decisions. But we cannot be completely rational. So, I suggest that Mr. Ishwar Dayal realizes this, and the fact that Ms Indu Alluwali endorses his ideas, and tries to be rational and logical in her decisions, thus tell her try be rational as possible.

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ASSIGNMENT C

Multiple choice questions

Q-1- Which of the following is a middle level function?

a) Reviewing daily and weekly production or sales report. (√√√√) b) Selecting board members. c) Supervising day-to-day operations. d) Evaluating the all-round performance of various departments.

Q-2- The process of designing and maintaining an environment in which individuals working together in groups, efficiently accomplish specific aims is termed as_______.

a) Administration.

b) Management. (√√√√) c) Organization. d) Staffing.

Q-3- The analysis and measurement of actual operations against the established standards developed during the planning process is called__________.

a) Controlling. (√√√√) b) Monitoring. c) Leading. d) Organizing.

Q-4- Which of the following theories ignored the concepts of leadership, motivation, power, and informal relations?

a) Pre-Classical.

b) Classical. (√√√√) c) Behavioral. d) Modern.

Q-5- __________ Managers deals with the actual operation of an organization’s units.

a) First-level. b) Top-level.

c) Middle-level. (√√√√) d) Link-level.

Q-6- Which of the following skills is important at all levels of an organization?

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a) Conceptual. b) Design.

c) Human. (√√√√) d) Technical.

Q-7- Under which system does a worker’s wage increases in proportion to the output produced?

a) Time-and-motion study.

b) Piece-rate incentive system. (√√√√) c) Micromotion study. d) Gantt chart.

Q-8- Decreasing the role of subordinates in decision-making is known as__________.

a) Decentralization. b) Stabilization. c) Centralization. d) Organization.

Q-9- The two major managerial practices that are emerged from Taylor’s approach to management are the piece-rate incentive system and __________________

a) Time and motion study b) Work study

c) Fatigue study (√√√√) d) Organization study

Q-10- Weber coined the term ________ to identify large organizations tat operated on a rational basis .

a) Autocracy b) Dictatorship

c) Bureaucracy (√√√√) d) Diplomacy

Q-11- A company has the following managers-Manager (Production), Manager (Finance), Manager (Marketing).This is an example for departmentation by:

(a) Functions (√√√√) (b) Products (c) Territory

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Q-12 -………………..consists of a set of activities aimed at attracting and selecting individuals for positions in a way that will facilitate the achievement of organizational goals

(a)Recruitment (b) Selection

(c) Staffing (√√√√)

Q-13 - ……………. is the process of identifying and attempting to attract candidates who are capable of effectively filling job vacancies.

(a) Recruitment

(b) Staffing (√√√√) (c) Selection

Q-14 ………...involves choosing the candidates who best meet the qualifications and have the greatest aptitude for the job.

(a) Staffing (b) Recruitment

(c) Selection (√√√√)

Q-15- A virtual organizational structure can be defined as:

a) A virtual structure of company functions which come together to serve a specific purpose and then disappear. (√√√√) b) A temporary network of company functions which come together to serve a specific purpose and then disappear. c) A non-permanent form of organization which encourages the growth of regional groupings, thus allowing a degree of autonomy. d) An organizational form based on a functional corporate structure with a mainly ' domestic' focus and a small international division.

Q-16- There are many types of organizational forms. Which of the following is not a type of organization form?

a) Function

b) Geographical (√√√√) c) Matrix d) Subsidiary

Q-17- Which one of the following is not a type of single-out plan?

a) Programs.

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b) Policies. (√√√√) c) Budgets d) Projects.

Q-18- Which one of the following is the first step in the planning process?

a) Establishing objectives. (√√√√) b) Analyzing opportunities. c) Determining planning premises. d) Identifying alternatives.

Q-19- Which of the following is not the limitations of planning?

a) Time consuming process. b) Expensive.

c) Flexible. (√√√√) d) Lack of accurate information.

Q-20- When developing a contingency plan, manager should not try to_____________.

a) Increase interruption to the operations of the business. (√√√√) b) Speed up the restoration of services. c) Reduce financial losses. d) Resume critical operation within a specified time after a disaster.

Q-21- The open systems approach to planning is effective as it leads to____________ in planning.

a) Rigidity.

b) Flexibility. (√√√√) c) Inelasticity. d) Invariability.

Q-22- The management function, that involves setting goals and deciding how best to achieve them is known as___________.

a) Planning. (√√√√) b) Organizing c) Leading. d) Controlling.

Q-23- Generally strategic plan` is an important aspect of the jobs of ________ managers.

a) Operation-level.

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b) Middle- Level.

c) Top-level. (√√√√) d) At all levels

Q-24-There is no universal definition of Knowledge Management. Nonetheless, Knowledge Management can be described as the involvement of:

a) Ideas

b) Human mind (√√√√) c) Time horizon d) Process

Q-25- Adopting Knowledge Management can lead to sustainable competitive advantage. Which of the following statement is not true:

a) We view Knowledge Management strategy as an exclusive part of the organization (√√√√) b) Our top priority is to treat people like assets rather than costs c) We believe that Knowledge Management is contributing to stronger relationships among partners/suppliers/customers and the organization d) It creates strategic advantage by enabling an innovative strategy that would not otherwise be possible

Q-26-The concept of "ba" refers to what?

a) The creation of knowledge (√√√√) b) Transformation of information c) Conversion of data d) Management of key human resources

Q-27-The main barrier to implementing Knowledge Management within an organization is:

a) The willingness to initiate change.

b) Weak leadership and commitment. (√√√√) c) IT infrastructure. d) The lack of clear process and procedures.

Q-28- The importance of assessing Knowledge Management as part of the overall organizational performance measurement process is attributed to:

a) the significance of intellectual capital/asset. (√√√√) b) individual accountability.

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c) changes in business strategy. d) contemporary accounting reporting standards.

Q-29- The 'people portfolio' of an organization can describe its people (i.e. knowledge owners) based on their level of expertise and potential for growth in the organization-specific Knowledge Management skill/expert areas. Four types or states of 'knowledge owners' can be identified, what are these?

a) 'key players', 'rising stars', 'core competent' and 'redundancy' (√√√√) b) 'key players'. 'rising stars', 'core competent' and 'deadwood' c) 'core assets', 'rising stars', 'core competent' and 'deadwood' d) 'core assets', 'rising stars', 'core competent' and 'redundancy'

Q-30-Which of the following is not a strategic advantage of successful Knowledge Management?

a) Making possible execution of an important but common strategy throughout an industry b) Adding knowledge to the products and services they offer for sale c) Increasing the investment in information technology therefore expanding its capacity to process data (√√√√) d) Using knowledge and Knowledge Management to perform non-strategic processes exceptionally well

Q-31-Which of the following is not the means by which an organization can use to measure or value knowledge assets?

a) Further external and internal investment b) Innovation and continuous learning c) Improvement of current practices aiming for best practice

d) Factors that influence competitors' global strategies (√√√√)

Q-32- The necessity of developing KMIS derives from:

a) the need of exploring data and information. b) the influx of knowledge IT vendors and products.

c) the need to improve the quality and efficiency of the organization. (√√√√) d) the shortfall of computerized databases.

Q-33- In general, there are two distinctive approaches which can be adopted to implement a knowledge management system. The first is the creation of a separate and distinctive knowledge management unit within the organization. What is the second?

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a) Building a knowledge management strategy as an integral part of the business strategy √√√√ b) Developing an inter-organizational partnership with all suppliers c) Formulating a knowledge management plan that involves a major organizational restructuring d) Developing an integrative IT strategy to improve communications between key knowledge workers

Q-34- More direction is required at _________ level.

a) Top b) Middle

c) Lower (√√√√) d) Directors.

Q-35- ___________ is the result of the business policies.

a) Formal organization. (√√√√) b) Informal organization. c) Line organization. d) Staff organization.

Q-36- In case of line organization authorities are_____________.

a) Centralized √√√√. b) Decentralised. c) Equally distributed. d) None of the above.

Q-37- Supervisors are link between___________

a) Directors and managers.

b) Workers and middle level managers. (√√√√) c) Directors and workers. d) Workers and workers.

Q-38- The supervisor has to ___________ under his control.

a) Plan the work. b) Organize the work. c) Control the work.

d) All the above. (√√√√)

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Q-39- Controlling is the __________ function of the management.

a) First

b) Last (√√√√) c) Both (a) and (b) d) Neither (a) nor (b).

Q-40 In business enterprises controlling is required __________

a) While establishing business. b) In the beginning of the year. c) At the end of the year.

d) Continuously √.