F-2, Block, Amity CampusSec-125, Nodia (UP)

India 201303

ASSIGNMENTSPROGRAM:SEMESTER-ISubject Name :BUSINESS ORGANIZATION & MGTStudy COUNTRY :Permanent Enrollment Number (PEN) : Roll Number :Student Name :

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

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

b) Total weightage given to these assignments is 30%. OR 30 Marksc) 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 attach a scan signature in the form.

Signature : ______ _____________________Date : _____17/01/2011____________________________( √ ) Tick mark in front of the assignments submitted

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

ASSIGNMENT A

1.Management is the process of getting maximum results with minimum effort so as to get maximum prosperity and happiness for both employer and employee and give the public the best possible service, according to John Mee.

Some essential features of management are:a. Purposeful. One of the most important

features of management is that it is focused at achieving a specific goal through its various roles such as planning, organizing, directing, staffing and controlling.

b.Decision making. Management is the process of making decisions at various levels in order to get things done by others. This involves selecting the most

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suitable alternative out of the several that are available.

c. Efficiency. Management is an organized activity, it emphasizes on the efficient use of resources such as the work force, money, time and other materials.

d.Getting things done. This entails that manager should get people into doing their assigned duties and this includes motivating them as the manager would not do any operational jobs him/her self.

2.Planning is the process of deciding the objectives to be achieved and selecting the suitable ways of accomplishing them.

The different types of plans are:a. Objective. This is a goal or a target to be

achieved. An example is to pass all subjects at first attempt.

b.Procedure. This is a method or way in which a thing is to be done. An example is Audit procedure.

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c. Schedule. This is a timetable or calendar of activities to be performed. An example is to finish the first in three years.

d.Budget. This is a statement of anticipated results and resources to be used. An example is to harvest 150 (one hundred and fifty) bags of maize.

e. Rule. This is a statement explaining what should and/or should not be done in a situation. All children must at home by 6.00 pm.

3.The essential features of a joint stock company are:

a. Legal formation. A joint stock company can’t just be started with mere agreements between individuals. It is only registered after satisfying all the legal formalities that are set by governments.

b. Separate legal entity. This means that a Joint stock company has a distinct legal personality separate from that of its

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investors. This entitles that Joint stock Company to own property, enter into contracts, and conduct legitimate businesses in its own name. The company can sue and be sued in a court of law in its own name without involving the owners and the properties and liabilities of the company are not those of the owners.

c. Common Seal. This is a mark or identity which is used by the company when entering into contracts. Any document bearing the common seal and is dully signed by any official of the company, binds the company. It is called a ‘common’ Seal because it can be used by any officer regardless of their level in the company.

d.Artificial person. The same way human beings are born, grow up and get into different types of relationships and are answerable for their actions before the law, a Joint stock company experiences

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the same things. It is however called an artificial person because its birth, existence and death are regulated by law.

e. Perpetual existence. A Joint stock company continues to exist for as long as it does not breach the requirements of the law. It is not affected by the death, retirement or anything that might happen to any one or all its members like it is the case with ordinary partnerships where death of any one or all of the partners brings about the end of the partnership.

4.An organization is a network of horizontal and vertical relationships among the members of a group designed to accomplish some common objectives. It is a formal pattern of relationships that direct the activities of people. This formal pattern of relationships is two fold, horizontal and vertical. The horizontal fold shows separation of jobs into departments or divisions. The vertical fold

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reflects the hierarchy of authority relationships from top to bottom.

The difference between functional and product departmentation are:

Functional departmentation is the most used form of departmentation. It groups together in one department similar or alike activities under one chain of command. Its main advantage is that it is a logical and natural way of arranging activities and it makes a lot of sense. It is also consistent with the idea of specialization and division of work as similar jobs are done by people with the same type of training and this enhances efficiency, while product departmentation implies the establishment of each major product or group of closely related products as a relatively independent unit or department within the organization. Its main advantage is that it may be used as a guide for grouping activities in service businesses such as Banks. The major difference between the two is that while function

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departmentation groups together activities or duties that are similar or alike, product departmentation groups together related or similar products or services in one department.

5.(a) Delegation is the transfer of authority

from one individual to another and it is mostly from individuals of higher authority to individuals of lower authority, while decentralization is the dispersal of authority from top to bottom throughout the organization. The two are related in that

decentralization is a process of defusing power in an organization and delegation is a result of the process of decentralization. Decentralization signifies a relationship between a superior and a subordinate while

delegation is the relationship between a manager and the various departments of an organization.

(b) Human resources are the most significant resource of an organization because it is people who combine the various other

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resources to produce goods or services. The significance of staffing can be measured in the

areas of filling the various positions in an organization in a cheap and convenient way. Staffing also helps in development of competencies within an organization as members of staff are passed through the various departments of the organization and this leads to staff retention through job satisfaction and all this will lead to increased productivity in the organization.

ASSIGNMENT B

1.Maslow’s need hierarchy theory and Herzeberg’s two factor theory both agree to the fact that the behavior of an individual at a particular time is determined by his need. Thy differ on the fact that Maslow believes that the needs of an individual are arranged in a hierarchy or a pyramid, the lower the position of the need the more important it is and the stronger the influence it has on the behavior of the individual, while Herzeberg believes that the needs of an individual are divided into two

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categories and these are maintenance or Hygiene factors and motivational factors. Maintenance factors are not fundamental parts of a job but they relate to the conditions under which a job is performed. Examples of maintenance factors are company policy and administration, supervision and interpersonal relationship. They produce no growth in the worker’s total output, they only prevent losses. Motivational factors are those that relate to the contents of the job, an increase in these factors will satisfy the employees and any decrease will not affect their level of satisfaction. Examples of motivational factors include achievements, recognition, advancement, work itself and possibility of growth.

2.Macgregor’s theory X and Y are both based on the basis that management’s responsibility is to assemble factors of production including people for the economic benefit of the firm. Macgregor avoided descriptive names and decided to just call the theories X and Y.

Theory X

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This theory assumes that the average man, 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. This theory is centered on the fact that people work for lower level or the basic needs in particular food and security.Macgregor suggested that there are two approaches to theory X of motivation and these are the Hard and Soft approaches. Under Hard approach, management relies on force, threats, close supervision, and tight controls; it is basically an environment of command and control. The soft approach permissive and seeks harmony hoping that after understanding the stand of management, employees will also take the same line of thought when demanded by management. None of the two approaches is the best in terms of maximizing productivity because the hard approach results in hostilities, deliberate

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low out put and stiff demands from trade unions, while the soft approach will normally results in unrealistically high demands from employees against ever decreasing output. The most favorable approach would be mid way between the two approaches.The major problem with theory X is that it relies on lower level needs to motivate employees and once these are satisfied then it is difficult to motivate the employees further as the basic needs are not continuing in nature and this results in employees getting motivation from higher level needs during leisure.

Theory Y

This theory is based on satisfying the higher level needs of esteem and self actualization. These needs are continuing in nature and hence can not be completely satisfied and it is therefore through these higher level needs that employees are best motivated. This makes theory X a better theory of motivation than theory X.

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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. Since people will seek responsibility, there is an opportunity to align personal goals with organizational goals and that becomes a motivator on its own. This theory does not entail a soft approach of management as some people may not have reached the maturity level assumed in the theory and may still need closer supervision and tighter controls that may be reduced as the people reaches higher maturity levels. This is a good method of management because it is compatible with other good management principles such as decentralization and delegation, job enlargement, participative management and performance appraisals.

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3.Managing diversity has become important in organizations these days because of the changing nature of the workforce composition in the recent years especially in multinational organizations. Managing diversity is specifically significant because

of the following reasons:

i. It reduces costs. Better management of diversity will reduce costs as all members of staff will be able to do all the jobs that are required without leaving some for a specified class or type of staff for instance, a thing that might increase costs through movement of such specified staff.

ii. It improves staffing. Proper management of diversity will help an organization to attract the right people for available positions regardless of their age, gender, ethnic groups, and/or educational and for such staff to be retained, good diversity management principles are a must.

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iii. It improves marketing. Marketing involves getting involved with a diverse range of customers with different cultural back grounds and needs. If an organization is not conversant with good principles of managing diversity, it may not satisfy all the customers.

iv. It promotes creativity. Since members of staff are associating without any barriers, a favorable environment for coming up with new and best ways of doing their jobs is created.

v. It facilitates problem solving. If diversity amongst members of staff is properly managed, then problem solving becomes easy as there is a better understanding amongst the different members of staff.

vi. It increases flexibility. If it manages diversity well, an organization is supple, as it will be able to assign any member of staff to do any deserving job without

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being stopped by the restrictions that come with unmanaged diversity.

CASE STUDY

A. Decision making is the process of choosing a course of action from among alternatives to achieve a desired goal. The process of rational decision making involves the following interrelated phases:

i. Identify the problem. This is the process of searching for the problem that requires a solution or a decision occasion.

ii. Diagnose the problem. This is the process of identifying the factors affecting the problem such as the causes, how big it is and for how long has it been there.

iii. Discover alternatives. This is the process of identifying the available courses of action that can lead to solving the problem.

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iv. Evaluate alternatives. This is the process of analyzing and weighing the alternative courses of action when tying to remedy the situation.

v. Select the best alternative. This is the choice of the course of action that best addresses the problem on hand.

B. Rational decision is based on reasoning not guess work the alternative that is selected as the best is the one that has more advantages than the others, the question of one being completely rational does not arise. The fundamental factor is the reason(s) that back up the choice the alternative. The other important step in rational decision making is implementation and follow up. During implementation you continue to weigh the expected results against the desired ones and if significant differences appear then correctives measures are put in place that best address the problem.

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ASSIGNMENT CQ1 A Q11 A Q21 B Q31 DQ2 B Q12 C Q22 A Q32 CQ3 A Q13 A Q23 C Q33 AQ4 B Q14 C Q24 B Q34 CQ5 C Q15 A Q25 A Q35 AQ6 C Q16 D Q26 A Q36 AQ7 B Q17 B Q27 B Q37 BQ8 C Q18 A Q28 A Q38 DQ9 C Q19 C Q29 A Q39 BQ10 C Q20 A Q30 B Q40 D

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