1. Identify various responsibilities of a professional manager. Highlight any five important responsibilities of a manager in an organizational set–up and bring out their functional consequences with suitable examples.
2. Explain with examples the various phases and types of managerial decision making.
3. Describe how and why conflict is generated in the organization and briefly discuss various modes of conflict management.
4. Having designed the organisation structure, to suit the
specific needs of the company and its environment, on the basis
of most efficient grouping, it becomes desirable to ensure that
these differentiated groups are integrated towards the common
organisational objectives.
Elaborate and discuss the underlying issues in this statement.
5. Write short notes on any three of the following :
(i) Sustaining leadership effectiveness
(ii) Managerial values and ethos
(iii) Matrix structure
(iv) Policies and design choices in control
(v) Challenge of change
SECTION B
Mr. Banerjee is the Chief Executive of a medium sized pharmaceutical
firm in Calcutta. He holds a Ph.D. in Pharmacy. However, he
has not been involved in research and development of new products
for two decades. Though turnover is not a problem for the company,
Mr. Banerjee and his senior colleagues noticed that the workers
on hourly basis are not working upto their full potential. It
is a well – known fact that they filled their days with
unnecessary and unproductive activities and worked only for
the sake of a pay cheque. In the recent past the situation has
become quite alarming as the organization began to crumble under
the weight of uneconomical effort. The situation demanded immediate
managerial attention and prompt rectificational measures. Mr.
Banerjee knew very well that the only way to progress and prosper
is to motivate workers to peak performance through various incentive
plans.
One fine morning, Mr. Banerjee contacted the Personnel Manager and enquired: "What is the problem with the workers on hourly basis? The wage bill shows that we pay them the highest in the industry. Our working conditions are fine. Our fringe benefits are excellent. Still these workers are not motivated. What do they require really?" The personnel Manager gave the following reply: "l have already informed you a number of times, that money, working conditions and benefits are not enough. Other things are equally important. One of the workers in that group recently gave me a clue as to why more and more workers are joining the bandwagon of non-performers'. He felt bad that hard work and efficiency go unnoticed and unrewarded in our organization. Our promotions and benefit plans are tied to length of service. Even the lazy workers, accordingly, enjoy all the benefits in the organization. Which, in fact, according to the worker, should go to only those who work hard." Mr. Banerjee then wanted the personnel Manager to look into the problem more closely and find out a solution to the problems of workers on hourly basis.