Principles and Practices of Management

9 September 2016

Please read the case study given below and answer questions given at the end. CASE STUDY When play becomes work Sheetal Banavali’s daily routine as a Team Leader at UK 3 in anything but ordinary. Eight straight hours of handling a team of executives servicing customers from halfway across the world is bound to leave anyone exhausted. “I either go to Unwind, which plays great music, or Cuisine, where the food is top of the world. Sometimes I even go to Finesse to get my hairdo right,” she says.

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Unwind and Cuisine, by the way, are theme cafeterias, while Finesse is a beauty salon. And yes, all three are located within the 3 office premises at Mindspace, Malad. “We are setting the benchmark in HR practices,” says 3 Head (Recruitment and HR Support) Akhil Sharma, who prefers describing the 5,000-employees strong 3 as a Customer Relationship Management (CRM) company rather than a plain Jane BPO. “Our focus is the employee and we believe in nurturing his or her talent. ”

With a Citibank ATM inside the office, a full-fledged gaming arcade, a higher education programme – Gurukul – that has a tie-up with institutions like Narsee Monjee Institute of Management Studies and the Institute of Chartered Financial Analysts of India allowing employees to pursue an MBA or a CA, the only thing missing is bed and breakfast. “By the way, we have three company guesthouses if the staff wants to stay overnight,” says Sharma with a laugh, even market leaders joins the game. If BPOs are upping the ante, the IT companies, small and big, aren’t far behind.

Sudheesh Venkatesh, Vice-President, HR, of the India operations of Tesco, the world’s largest grocery home-shopping service in the world, puts the paradigm shift in perspective calling it the ‘death of the personnel manager’ “The IT industry has effectively ensured that the old personnel department is gone and done away with. Human resources today is completely about talent management and retention,” he says. And walking the talk, Tesco offers employees not only maternity and paternity leave, but also adoption leave.

“We are an equal opportunity employer and if any employee of ours wants to adopt a child, we will support him or her in every possible ways,” he says. The Tesco campus at Whitefield in Bangalore also houses a learning centre where employees can register themselves for a retail certification course from no less than the Indian Institute of Management (IIM), Bangalore. “We have also done away with the probation period because we are in the business of training people,” says Venkatesh. Gurgaon-based Eon Technologies, which handles offshore projects across Europe, is a small company by Indian IT standards.

“But we have practices which are cutting edge,” says Prema Pillai, head of HR at the company. “Tele-commuting, flexi-time and retreats focused on team building are our strong points. ” Questions: 1. What principles of motivation are being used here? 2. What control tools would be most effective in this kind of work environment? 3. Can such efforts lead to a consistent behavior in organisations? Give reasons. Assignment C (Objective Questions) Tick Marks (v) the most appropriate answer. Marks – 10 1. Decreasing the role of subordinates in decision-making is known as (a) Decentralisation (b) Stabilization

Functional model 26. Which control principles suggests that managers should be informed about a problem only when the data shows a significant deviation from established standards? (a) Management by waling around (b) Management by objectives (c) Management by goals (d) Management by exception 27. Line Managers are: (a) Supervisors (b) Staff authorities (c) Managers with authority to direct operations in their spheres of activity (d) Production & Marketing Managers 28. When an employee asks a question or reports a problem to his or her supervisor, this is an example of which direction of communication?

Grapevine (b) Lateral (c) Downward (d) Upward 29. You have decided to send a message to your supervisor requesting vacation time. You brainstorm some basic concepts and now must decide how to phrase this information for your supervisor. You are at which of the following steps in the communication process? (a) Sending (b) Receiving (c) Encoding (d) Decoding 30. Group decision-making has certain advantages over individual decision-making. Which of the following statements is not true with regard to group decision-making? (a) It allows pooling of knowledge and information.

It’s a source of personnel development (c) It discourages risk taking (d) It’s time consuming and costly 31. The idea that workers look for meaning in their work and will actively seek out new responsibility is most consistent with which of these needs identified by Maslow? (a) Safety (b) Social (c) Self-actualization (d) Physiological 32. A manager’s posture during a communication with a colleague is an example of which aspect of the communications process? (a) Decoding (b) Non-verbal behavior (c) Informal channel (d) The grapevine 33. The organization chart is a way of showing

How the tasks of an organization are divided and co-ordinated (b) The informal patterns of communication (c) The stakeholders who have an interest in the company (d) The physical layout of the buildings on a site 34. When a manager secures the agreement of a colleague to work on a project in return for the promise of providing the colleague with some extra remuneration, what type of power is he or she exercising? (a) Expert power (b) Coercive power (c) Referent power (d) Reward power 35. ______ spans of management create ____________ structures with many levels of management.

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