Discuss the elements of delegation.
Following are the essential elements of Delegation:
1. Authority: Authority refers to the right of an individual to take decisions and to command his subordinates. The concept of authority arises from the position in the scalar chain, which is highest at the top and declines as we move down the hierarchy. Thus, it flows from top to bottom. It helps to maintain order in the organisation and determine superior subordinate relationships.
2. Responsibility: It is the obligation of a subordinate to perform properly the assigned duty. It arises from a superior subordinate relationship because the subordinates are bound to perform the duty assigned by their superior. Thus, it flows upward because a subordinate is always responsible to his superior. Granting authority is necessary to create responsibility and facilitate its fulfillment.
3. Accountability: It refers to being answerable for the final outcome. Once authority has been delegated and responsibility accepted, one cannot deny accountability. It is the obligation to carry out responsibility and exercise authority. A subordinate is always accountable to his superior, generally enforced through regular feedback.
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 very 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. What organisation structure changes should the company bring about in order to retain its market share? How will the changes suggested by you help the firm? Keep in mind that the sector in which the company is FMCG.
Why delegation is considered essential for effective organising?
A company manufacturing sewing machines set up in 1945 by the British promoters follows formal organisation 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 work force 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. You are to advise the company with regard to change it should bring about in its organisation structure to overcome the problems faced by it. Give reasons in terms of benefits it will derive from the changes suggested by you.
Neha runs a factory wherein she manufactures shoes. The business has been doing well and she intends to expand by diversifying into leather bags as well as western formal wear thereby making her company a complete provider of corporate wear. This will enable her to market her business unit as the one stop for working women. Which type of structure would you recommend for her expanded organisation and why?
Decentralisation is an optional policy. Explain why an organisation would choose to be decentralised.
Decentralisation is extending delegation to the lowest level. Comment.
Identify the network of social relationships which arises spontaneously due to interaction at work.
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. Which organisation structure should be adopted in this situation? Give concrete reasons with regard to benefits the company will derive from the steps it should take.
Can a large sized organisation be totally centralised of decentralised? Give your opinion.
How does informal organisation support the formal organisation?
How does planning provide direction?
What is meant by staffing?
What is informal communication?
State the meaning of controlling.
What is meant by capital structure?v
What is meant by management?
What is a Treasury Bill?
State any two advantages of branding to marketers of goods and services?
What makes principles of management flexible?
Under which consumer right does a business firm set up consumer grievance cell?
Ms. Jayshree recently completed her Post Graduate Diploma in Human Resource Management. A few months from now a large steel manufacturing company appointed her as its human resource manager. As of now, the company employs 800 persons and has an expansion plan in hand which may require another 200 persons for various types of additional requirements. Ms. Jayshree has been given complete charge of the company’s Human Resource Department.
Questions
a. Point out, what functions is she supposed to perform?
b. What problems do you foresee in her job?
c. What steps is she going to take to perform her job efficiently?
d. How significant is her role in the organisation?
‘Planning is looking ahead and controlling is looking back.’ Comment.
Explain the principle of ‘Scalar Chain’ and gang plank.
Discuss the following techniques of Scientific Work Study:
a. Time Study
b. Motion Study
c. Fatigue Study
d. Method Study
e. Simplification and standardisation of work
How does working capital affect both the liquidity as well as profitability of a business?
Why is management considered to be a multi-dimensional concept?
What is meant by recruitment? How is it different from selection?
Explain the qualities of a good leader? Do the qualities alone ensure leadership success?
What is working capital? Discuss five important determinants of working capital requirement?
Explain any three principles of Directing.