Solved Assignment Available IGNOU MBA MS-01 Jan June 2016

1. Sample Assignment Jan-June 2016
MS-01
Course Code MS - 01
Course Title Management Functions and Behaviour
Assignment Code MS-01/TMA/SEM -I/2016
Assignment Coverage All Blocks
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1. Explain various tasks of a professional manager. Discuss various survival and growth options which
have been adopted in the recent past in your organization or any organization you are acquainted with.
Describe the organization you are referring to.
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VARIOUS TASKS OF PROFESSIONAL MANAGER:-
1. PLANNING:- Planning involves selecting missions and objectives and the actions to achieve them; it requires decision
making, that is, choosing future courses of action from among alternatives. There are various types of plans, ranging from overall
purpose and objectives to the most detailed actions to be taken, such as ordering a special stainless steel bolt for an instrument or
hiring and training workers for an assembly line.
2. ORGANIZING:- People working together in groups to achieve some goal must have roles to play, much like the parts actors
fill in a drama, whether these roles are ones they develop themselves, are accidental or haphazard, or are defined and structured by
someone who wants to make sure that people contribute in a specific way to group effort.
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3. STAFFING:- Staffing involves filling, and keeping filled, the position in the organization structure. This is done by identifying
workforce requirements; inventorying the people available; and recruiting, selecting, placing, promoting, appraising, planning the
careers of compensating, and training or otherwise developing both candidates and current jobholders so that tasks are
accomplished effectively and efficiently.
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5. CONTROLLING:- Controlling is measuring and correcting individual and organizational performance to ensure that events
conform to plans. It involves measuring performance against goals and plans, showing where deviations from standards exists,
and helping to correct them. In short, controlling facilitates the accomplishment of plans. Although planning must precede
controlling, plans are not self-achieving plans give managers in the use of resources to accomplish specific goals; the activities are
checked to determine. whether they conform to the plans.
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3. 7. Providing purposeful direction:- A manager can be compared to the pilot of an airplane who guides it to the destination,
taking full control. He determines the path through which the plane travels, constantly monitoring the processes and activities.
Similarly, it is the first duty of a manager to set objectives which the firm needs to achieve and give proper directions. He has to
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8. Managing survival and growth:- “Survival of the fittest” – the law of the jungle is equally applicable to present
competitive world. Everywhere, one has to meet with similar persons and competitions. So, a manager should be able to ensure
the survival of his firm. The second critical task he needs to do is to keep the momentum going on and see that the firm achieves
progress in every quarter. So, not only to compete with other firms, but also to keep its growth rate steady and healthy are the
tasks of a manager. Choice of labour force and technology, proper use of human resources and time, financial resources, company
images etc are some of the factors which determine the survival and growth of an organization.
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10. Meeting the challenge of change:- A system is never constant and it keeps changing. A company must be able to keep pace
with change of ideas, technologies and new requirements arising. -----------------------------------------------------------------------------
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------------------------------------------------------------------------------ It’s manager’s duty to implement such decisions and amicabley
sort out such disturbances in the system in smooth and friendly environment.
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12. Coping with political opposition and public criticism:- Big firms are often targeted with a lot of public and political
criticisms. Many may try to oppose the growth of a progressive and successful organization. Best way is to avoid such criticisms
considering them as just hindrances to growth. Manager should try to keep a low profile of the firm, reducing publicity to avoid
unnecessary public attention. Also, it’s his duty to give correct information about the company to public, media and political
parties.
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So, let me conclude that only a formal degree or knowledge of an organization is not enough to move forward an organization.
But it depends on the skills and way by which manager works out with the available resources, both human and other and
allocates them in a proper way and controls them by applying his practical measures instantly prepared according to the
demanding situation. In addition, he must have an eye on his surroundings, markets and demands of present situations and mould
his resources to meet those challenges with less inputs and giving more that what is actually expected.

4. Managing survival and growth:-
As we face huge economic challenges partnering is a winning formula to ensure survival and deliver growth at the same time.
Many organisations feel compelled to choose between survival and growth. More often they choose to retrench to safe markets
and core competencies, rather than focus on winning revenue shares in established and emerging markets. Well managed
partnerships can cost-effectively leverage each partner’s core competencies to win revenue, especially in markets which require
complex integrated solutions. They can often do so quicker than large bureaucratic organisations can.
Survival versus growth
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Managing for survival, growth and sustainability
The key to success is constructive response rather than defensive reaction to recessionary challenges. HCL Infosystems Ltd.
managing three business actions at the same time. To:
(1) ------------------------------------------------------------------------------------------------------------
(2) ------------------------------------------------------------------------------------------------------------------------------------------------
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How the S-curve helps
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The second S-curve focuses only on survival through near term growth in established markets. Stages 1, 2 and 3 explore, develop,
initiate and operate strategies for gaining new revenue streams and/or taking market share within the established market model.
For example, Apple introduced new colours and accessories for their iPods – using their existing processes to expand their
existing market share. (For modeling purposes, the work of the Second S-curve is often included in Stages 4-5 of the First S-
curve, since its goal is extension of established markets and competencies.)
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5. Combining core strengths
The three strategies I outlined above require a diversity of leadership and execution skills. Success only comes when those
appropriate capabilities are available, matched to the appropriate S-curve challenges, and are driven by with urgency. Be aware
that such needed diversity of perspectives can also create misunderstanding, distrust, dissension and destructive delay if it is not
conscientiously managed.
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Partnerings coming apart or coming together
Recessions cause stress. Will partner relationships fall apart, or will they become stronger alliances for mutual safety and benefit?
The Economist recently wondered about the fraying of the EU and the rise of fiscal nationalism in reaction to the ever deepening
recession. Trust is the defining quality partnership. Do partners (internal or external) trust that their fates are better served in
union or in separation? The consistency with which partners deliver on their promises helps determine such trust. My client’s (see
above) internal partners were not dependable, so he looked elsewhere. No matter how compellingly logical the business case for
partnering, the deciding questions will be whether partners are:
(1) ---------------------------------------------------------------------------------------------------------------------------------------
(2) -------------------------------------------------------------------
Replace partners as needed
New partners are needed if existing partners (internal or external) lack the capabilities and commitment required for survival and
growth. Profiling tools can clarify S-curve based needs, and then assess and recruit prospective partners.
Breakdown and Breakthrough
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Survivalist strategies alone won’t get them there. Unfunded dreams of growth won’t work well either. For companies not able to
go it alone, and/or for companies that simply see the cost-effective benefits, partnering with others’ complementary strengths may
be the best way to address the resource requirements of all three S-curves for managing survival and growth. In such times
partners who understand their own core competences, have focused on them and then weave then together with their partners’ will
succeed in good times as well as bad.
Like any other business enterprise profits are important for the survival and growth of HCL as an enterprise.
Example 2-
At HCL the management believes that a satisfied employee creates a satisfied customer, who in turn creates profits that lead to
satisfied shareholders.
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HCL’s basic plan of developing an indigenous microcomputer bore fruit in 1978 at the same time as Apple and three years before
IBM. ----------------------------------------------------------------------------------------------------------------------------------------------------
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HCL has a strong sense of social responsibility. It has set up educational institutions in the fields of management, engineering and
computer education, in which one-third of the students are girls. According to Shiv Nadar, the future belongs to the global
enterprise which is able to transform itself according to the challenges of global economy.
2. Explain various models of decision making process. Describe a model which is most suitable to your
organization or an organization you are familiar with and why? Describe the organization, you are
referring to.
Decision making is one of the most central processes in organizations and a basic task of management at all levels. According to
Cole, decision making is “a process of identifying a problem, evaluating alternatives, and selecting one alternative.”
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There are numerous process definitions in the realm of the decision sciences. On the light end there is a simple but powerful and
regularly referenced descriptive process model introduced by Simon (1960) to analyze the steps of organizational problem
solving. It consists of four phases: identifying the problem, defining alternatives, choosing from alternatives, and executing the
solution.
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There are several models of decision-making:
1. The economic rationality model - This model comes from the classical economist models, in which the decision maker is
perfectly and completely rational in every way. Rational decision making is a precise, analytical process that companies use to
come up with a fact-based decision.. In this, following conditions are assumed.
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b. --------------------------------------------------------------------------------------------------------------------------
c. ------------------------------------------------------------------------------------------------------------------------
d. -------------------------------------------------------------------------------------------------------------------
e. --------------------------------------------------------------------------------------------------------------------------------

7. 2. The social model: - At the opposite extreme from the economic rationality model is the social model drawn from psychology.
Sigmund Freud viewed humans as bundles of feelings, emotions and instincts, with their behavior guided by their unconscious
desires. These processes have even an impact in the international arena as they provide some basic rules of protocol.
3. Simon’s bounded rationality model: - To present a more realistic alternative to the economic rationality model, Herbert
Simon proposed an alternative model. He felt that management decision-making behaviour could be described as follows-
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Examples of decisions under complete uncertainty are as difficult to cite as example of decisions under absolute certainty. Given
even limited experience and the ability to generalise from past situations, most managers should be able to make at least some
estimate of the probability of occurrence of various outcome. Nevertheless, there are undoubtedly times when managers feel they
are dealing with complete uncertainty.
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Example- (Rational Decision making model in Intestinal Distress Tacos fast food restaurant)
Violet Jones is a manager at the Intestinal Distress Tacos fast food restaurant. She is under enormous pressure from
headquarters to increase her monthly profits. Violet is not sure what the solution is for her financial dilemma. She has to decide to
use the rational decision-making model to determine the best path for a solution. To do this, Violet must follow these six steps:
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Let's take a look at the process Violet used to determine how to increase company profits for her store.
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Identify the Decision Criteria- The next step in the rational decision-making process is to identify the decision criteria. This
step deals with choosing variables that will determine the decision outcome. In Violet's case, she needs to determine the criteria or
information that is relevant and will help her increases her profit. The criteria are usually dependent upon the individual's values
and beliefs. Violet will make her decision based on her belief that she should not eliminate any employees to save money. She will

8. only cut costs in other ways, such as finding cheaper vendors, shortening store hours, changing menu options, etc. Her criteria will
be:
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Now Violet needs to consider the alternative list she developed.
 Evaluate the alternatives- Violet spent all weekend evaluating to see which choice would have the last impact on employees
yet solve her financial dilemma.
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Other Decision Making Examples-
India offers many interesting examples of differentiated generic decisions. For example, large Indian business groups
such as Future, Bharti, Tata and Reliance groups took a ------------------------------------------------------------------------------------
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Indian industry has many examples of contextual decision making that served to revitalize the earlier decisions at current risk.
Two striking examples are relevant. Tata Motors had its most prestigious Nano micro car -----------------------------------------------
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------------------------------------------------------------------------------------------------------------Decisions revisited contextually by the
Ambani industrialist-brothers are helping their groups unlock greater value from current and future businesses. Decision making
needs to be value-centric rather than ego-centric.
The remarkable growth of many Indian companies in the highly competitive global environment is directly related to the flow of
creative ideas and decisions from the laboratory benches, drawing boards or machining centers. Glenmark, --------------------------
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new indigenous automobile product portfolios such as Sumo, Safari, Indica, Indigo, Ace and Nano successively. Employees need
to be developed and empowered not only for execution but for decision making as a cultural embodiment of forward looking
organization
3. Explain the process of conflict. Discuss the impact of conflict on the performance of an organization you
are working in or any organization you are acquainted with. Describe the organization you are referring
to.
Process of conflict-
Organizational conflict arises when the goals, interests or values of different individuals or groups are incompatible.
Organizational conflict arises when the goals, interests or values of different individuals or groups are incompatible and those
individuals or groups block or thwart one another's attempts to achieve their objective. We can identify the stages that a conflict
born and grows in an organization. In this post we will look at the stages of a Conflict covering the birth, rise and ending of it. The
conflict process can be seen as comprising five stages. These stages are described below;
Stage 1: Potential Opposition or Incompatibility- The first step in the conflict process is the presence on conditions that create
opportunities for conflict to develop. These cause or create opportunities for organizational conflict to rise.
Stage 2: Cognition and Personalization- Conflict must be perceived by the parties to it whether or not conflict exists is a
perception issue. If no one is aware of a conflict, then it is generally agreed that no conflict exists. Because conflict is perceives
does not mean that is personalized.
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Stage 3: Intentions- Intentions are decisions to act in a given way intentions intervene between people’s perception and emotions
and their overt behavior.

10. Using two dimensions cooperativeness (the degree to which one party attempts to satisfy the other party’s concerns)and
assertiveness (the degree to which one party attempts to satisfy his or her own concerns)- five conflict handling intentions can be
identified.
Stage 4: Behavior- This is a stage where conflict becomes visible. The behavior stage includes the statements, actions and
reactions made by the conflicting parties. These conflict behaviors are usually overt attempt to implement each party’s intentions.
Stage 5: Outcomes- The action reaction interplay between the conflicting parties result in consequences. These outcomes may
be functional in that the conflict results in an improvement in the group’s performance, or dysfunctional in that it hinders group
performance.
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Impact of conflict on organizational functioning
Conflict situations should be either resolved or used beneficially. Conflicts can have positive or negative effects for the
organization, depending upon the environment created by the manager as she or he manages and regulates the conflict situation.
Positive effects of conflicts
Some of the positive effects of conflict situations are:
- Diffusion of more serious conflicts. Games can be used to moderate the attitudes of people by providing a competitive
situation which can liberate tension in the conflicting parties, as well as having some entertainment value. In
organizations where members participate in decision making, disputes are usually minor and not acute as the closeness of
member’s moderate’s belligerent and assertive behavior into minor disagreements, which minimizes the likelihood of
major fights.
- Stimulation of a search for new facts or resolutions. When two parties who respect each other face a conflict situation,
the conflict resolution process may help in clarifying the facts and stimulating a search for mutually acceptable solutions.

11. - Increase in group cohesion and performance. When two or more parties are in conflict, the performance and cohesion
of each party is likely to improve. In a conflict situation, an opponent's position is evaluated negatively, and group
allegiance is strongly reinforced, leading to increased group effort and cohesion.
- Assessment of power or ability. In a conflict situation, the relative ability or power of the parties involved can be
identified and measured.
Negative effects of conflicts
Destructive effects of conflicts include:
- impediments to smooth working,
- diminishing output,
- obstructions in the decision making process, and
- Formation of competing affiliations within the organization.
The overall result of such negative effects is to reduce employees' commitment to organizational goals and organizational
efficiency.
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From the discussions on different views on conflict, what inference do you draw? Inference could be that conflict can have both
positive and negative impact on individuals, groups and organizations. For example, as a result of intergroup conflict, certain
changes occur within groups and between groups. Some changes have positive effects, others have negative effects. Let us
explore this issue with Edgar Schein (1980) who has compiled a list of changes on the basis of research findings.
As a result of intergroup conflict some changes that may occur within the groups involved are:
1. Group cohesiveness increases. The group becomes more closely knit; its members show greater loyalty.
2. The group becomes task-oriented. Group climate changes from informal to task-oriented in order to deal with the
external threat.
3. Leadership becomes more directive. As the group becomes more task-oriented, the leader becomes more authoritarian.
4. Organizational structures becomes more rigid. Authority and responsibility relationships among and between members
become more clearly defined.
5. Group unity is stressed. The group demands increasing loyalty and conformity from its members.
Prolonged group conflicts cause the following changes in relationship between groups:
1. Groups become antagonistic toward each other. Each group sees the other as an enemy who interferes with its goal-
oriented behaviour.
2. Perceptions are distorted. Each group develops positive perceptions about its own group and negative perceptions
toward the other.
3. Communication ceases to exist. When in conflict members of one group avoid interaction with members of the other. If
they are forced to interact, they tend to show hostility and aggression towards each other.
4. Groups apply a double standard. Each group clearly sees all the vicious acts of the other party while remaining blind to
the same acts performed by their own group.

12. Example-1 : Conflict in Banking sector.
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In order to minimize the failure to recognise the real problems encountered in the resolution of conflicts in the banks and other
concerns, bank officers should give feedback to their subordinates on outcomes of conflict resolution so as to have common
understanding of what problems or conflict are being encountered in the bank, since employees may have different knowledge,
training, and past experiences.
Example 2- The organization I am referring here is IBM.
About IBM- IBM is an international computer hardware, software and services company.
Impact of Conflict on IBM performance
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13. 4. Describe various leadership styles. Explain the present leadership style in your organization or any
organization you are acquainted with. Which leadership style in your opinion will improve efficiency of
the organization and why? Discuss with reasons.
Leadership can be defined as the effort to influence the behavior of individuals or group members in order to accomplish
organizational, individual or personal goals. It is an essential component of organizational effectiveness.
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Different types of leadership styles exist in work environments. Advantages and disadvantages exist within each leadership style.
The culture and goals of an organization determine which leadership style fits the firm best. Some companies offer several
leadership styles within the organization, dependent upon the necessary tasks to complete and departmental needs.
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Autocratic- The autocratic leadership style allows managers to make decisions alone without the input of others. Managers
possess total authority and impose their will on employees. No one challenges the decisions of autocratic leaders. Countries such
as Cuba and North Korea operate under the autocratic leadership style. This leadership style benefits employees who require close
supervision. Creative employees who thrive in group functions detest this leadership style.
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Transactional- Managers using the transactional leadership style receive certain tasks to perform and provide rewards or
punishments to team members based on performance results. ---------------------------------------------------------------------------
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rewards, such as bonuses, when they accomplish goals.
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Leadership is a process of shared influence on the work group-

14. Shared leadership is leadership that is broadly distributed, such that people within a team and organization lead each other. It has
frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with
more traditional "vertical" or "hierarchical" leadership which resides predominantly with an individual instead of a group.
Shared leadership can be defined in a number of ways, but all definitions describe a similar phenomenon – team leadership by
more than only the appointed leader. Below are a few examples from researchers in this field:
 Yukl (1989): "------------------------------------------------------------------------------------------------------------------------"
 Pearce and Sims (2001): "---------------------------------------------------------------------------------------------------------."
 Pearce and Conger (2003): "a dynamic, interactive influence process among individuals and groups for which the
objective is to lead one another to the achievement of group or organizational goals or both." They also added that "this
influence process often involves peer, or lateral, influence and at other times involves upward or downward hierarchical
influence"
 Carson, Tesluck, and Marrone (2007): "---------------------------------------------------------------------------------------"
 Bergman, Rentsch, Small, Davenport, and Bergman (2012): "-------------------------------------------------------------------
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A good start is to focus on leadership styles. Daniel Goleman, who popularized the notion of "emotional intelligence," has
described the following six different styles that leaders use to motivate others.
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Although many buyers think democracy is the best leadership style, a significant number believe applying different
approaches – such as laissez-faire, bureaucratic or autocratic – are appropriate on occasion.
That was the view of procurement professionals responding to the latest SM100 poll, which asked them: “Which leadership style
do you think works best in procurement?”
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Example- Leadership styles at TESCO
About TESCO- Tesco PLC is a British multinational grocery and general merchandise retailer headquartered in Cheshunt,
Hertfordshire, England, and UK. It is the second-largest retailer in the world measured by profits. Tesco is a customer focused
business. It offers value for money and high quality service. To remain the market leader in grocery retailing, Tesco needs skilled
individuals at all levels and roles. Each role needs leadership and management skills. Tesco therefore aims to develop the
leadership qualities of its people at all levels.
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Leadership styles
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Stephen manages a store team. His team is responsible for almost 300 people. Sometimes, he may have to take control.
Stephen’s preferred leadership style is to take a democratic approach. ----------------------------------------------------------------------
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Martin is Tesco’s Programme Manager for Education and Skills in the UK. He uses a democratic approach when setting
budgets. Managers can suggest ideas to make cost savings and discuss them with Martin. Laissez-faire is a leadership style where
managers take a hands-off approach. Managers must trust team members to take actions within agreed boundaries.
Leadership styles in action
Each person will have a preferred leadership style. Good leaders change the style that they use depending on the problem. The
following factors help managers decide which style is best to use.
- The task - ----------------------------------------------------
- The team - -----------------------------------------------------
- Tradition - ---------------------------------------------------------
Using the wrong style could bring problems. For example, Berian must give new employees proper instruction before they operate
equipment to avoid injuries.
Example 2-
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In such case when India was emerging to be a developing nation, I would like to state about one of the leader whose leadership
skills and motivation styles took India to great level of technology and growth and prosperity features.
Jamsedji Nusserwanji Tata was one of the leader whose continuous innovations led India to develop a lot . -------------------------
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16. Jamshedji was such a nationalist who made significant remarks of the industrial revolution and came to the conclusion that the
economic self-sufficiency should go hand in hand with political independence and thus he then made three important basic
ingredients: the steel is very important and can be addressed as the mother of heavy industry; hydroelectric power was the
cheapest energy to be generated and finally, the technical education.
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According to Ratan Tata, in addition to good leadership and management, loyalty must be earned by managers and employees.
He’s gentle, kind manner give rise to loyalty and yet he encourages his manager to make tough decisions.
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