IGNOU| MANAGEMENT FUNCTIONS AND BEHAVIOUR (MS - 01)| SOLVED PAPER – (DEC - 2022)| (MP)
MANAGEMENT PROGRAMME
(MP)
Term-End Examination
December - 2022
MS-1
MANAGEMENT FUNCTIONS AND BEHAVIOUR
Time: 3 Hours
Maximum Marks: 100
Weightage: 70%
Note: (i) There are two Sections A and B.
(ii) Attempt any
three questions from Section A. Each question carries 20 marks.
(iii) Section B is compulsory and carries 40 marks.
Section-A
1. "In the management process, 'control' is supposed
to be a facilitating function aiding the organisation to accomplish the set
objectives." Elucidate this statement and discuss the underlying
concept/strategies of the process with suitable examples.
Ans:- In the management process, “control” is
considered a facilitating function to help the organization accomplish its set
objectives. This means that control should not be seen as a way to restrict or
prevent employees from doing their work. Instead, it should be used to help
them achieve their goals by providing them with the information and resources
they need and identifying and fixing any problems that arise.
There are many
different strategies that can be used to implement controls in an organization.
A common approach is to establish a system of performance measurement, which
involves tracking the progress of employees and teams against specific goals.
This information can be used to identify areas where performance is falling
short of expectations, and steps can be taken to improve.
Another common
method of control is to use feedback loops. It involves regularly collecting
information from employees about their work and using this information to make
changes to the way work is done. This can help ensure that employees know what
is expected of them, and that they are getting the support they need to
succeed.
Controlling is
an essential part of the management process, and it can play an important role
in helping organizations achieve their objectives. However, it is important to
remember that controls should not be used as a way to micromanage employees or
prevent them from taking risks. Instead, it should be used to help them achieve
their goals and ensure that the organization is on the path to success.
Here are some
examples of how control can be used as a facilitating function in an
organization:
(i) A manager
may establish a system of performance measurement to track the progress of a
team of employees against specific targets. This information can be used to
identify areas where the team is falling below expectations, and take steps to
improve performance.
(ii) A manager
can use feedback loops to gather information from employees about their work.
This information can be used to make changes to the way work is done, to ensure
that employees know what is expected of them and are getting the support they
need to succeed.
(iii) A
manager can use controls to ensure that the organization is complying with all
relevant regulations. This may include setting up a system of internal controls
to monitor compliance, or conducting regular audits to ensure that the
organization is in compliance.
(iv) A manager
can use control to ensure that the organization is using its resources
effectively. This may involve tracking the costs of various activities and
projects, or setting up a system of budgeting and forecasting to ensure that
the organization is making the best use of its resources.
Overall,
controlling is an essential part of the management process, and it can play an
important role in helping organizations achieve their objectives. However, it
is important to remember that controls should not be used as a way to micromanage
employees or prevent them from taking risks. Instead, it should be used to help
them achieve their goals and ensure that the organization is on the path to
success.
2. Briefly discuss the techniques used in different steps
involved in decision-making. Discuss how to overcome the barriers to effective
decision- making, citing examples.
Ans:- Making good decisions requires the use of
certain decision making techniques and tools. One of the most effective decision-making
techniques is given below. These decision-making techniques and tools will help
you make remarkable decisions with ease!
(i) SWOT
Analysis: SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is
one of the most well-known decision-making techniques that involves evaluating
your internal and external factors to inform decision making. This tool helps
managers to identify and prioritize important issues and factors influencing
their decision making.
The main
areas of the SWOT matrix represent four important considerations in any
decision:
(a)
Strengths: It refers to the positive characteristics that are present
internally. They can set you apart from your competitors and give you a
competitive edge. For example, if your team wants to take on a new project, the
presence of skilled and self-motivated employees is a strength.
(b)
Weaknesses: On the other hand, weaknesses refer to internal factors that
can harm your case. If your team is working on a new project, lack of adequate
resources could be a weakness that holds you back compared to others.
(c)
Opportunities: These are the areas where you can shine. Opportunities are
external factors that can make your success possible. For example, a simple
partnership with another team that provides capital for your employees to
execute the project is a great opportunity.
(d) Threats:
Threats refer to external factors that can harm your performance. The presence
of a strong competitor, adverse market trends and negative public reputation
are some of the threats that can derail your plans.
SWOT analysis
requires careful consideration of these factors to develop a clear roadmap. The
main attraction is to focus on internal and external factors along both axes –
positive and negative. Thus, it enables managers to recognize and utilize
opportunities while developing safeguards against threats.
(ii)
Cost-benefit analysis: Cost-benefit analysis is one of the decision-making
techniques that involves evaluating the costs and benefits of a potential
decision to determine whether it is a viable option. Evaluate the benefits and
costs of each option to find the best equation. This tool is useful when you
want to start a new project or adopt a new structure for your team. This tool
helps to assess the trade-off between potential costs and benefits and make
informed choices about whether to pursue a particular course of action. The
advantage of cost-benefit analysis is that it enables you to make objective
decisions based on complex data rather than subjective opinions.
(iii) Pareto
Analysis: Pareto analysis, also known as the 80/20 rule, calls for
prioritizing options that are the best fit for your team. This method relies on
the Pareto principle, which states that 80% of the results come from 20% of the
causes. The idea came when an Italian economist said that 20% of the people
owned 80% of the land. Thus, the key to success lies in the hands of those 20%.
The Pareto
analysis method of decision making begins by analyzing the primary factors in
any situation. Furthermore, they are studied, ranked and sorted to get to the
“thing that matters”. Addressing these critical areas becomes the main focus
area. Managers can apply this decision-making technique to problem-solving,
resource allocation, and quality management.
(iv)
Brainstorming: Brainstorming is one of the decision-making techniques which
involves generating a large number of ideas and solutions in a group setting.
This engaging decision-making technique helps managers take advantage of their
team's collective creativity and consider a wide range of options. The benefit
of brainstorming is that it encourages collaboration and innovation, which
helps in making more informed and effective decisions. This technique can be
applied in problem-solving, strategic planning, and product development.
However, brainstorming can often be influenced by collective biases and group
think. Maintaining balance as a manager requires walking a fine line.
Get an
interesting perspective on innovation here: For innovation to succeed, one
has to embrace failure.
(v) Force
field analysis: Force field analysis is a decision-making technique that
evaluates the driving and restraining forces affecting a potential decision. It
helps managers to identify and understand the key factors that support or
hinder their decision making. The advantage of using force field analysis is
that it enables managers to make informed decisions by considering both
positive and negative aspects. Managers can use force field analysis in many
areas, including change management, conflict resolution, and problem-solving.
(vi) Decision
Matrix: Decision matrix is a tool that evaluates multiple alternatives
against a standard set of criteria. Suppose you are buying fruits, but you can
only choose one. You consider each option based on taste, nutritional value,
and price to choose the one that best fits the bill. This tool helps managers
make informed choices by considering various factors and prioritizing each
option. The advantage of using a decision matrix is that it provides a
structured and objective framework for decision making, enabling managers to
make informed choices when options are multiple and diverse.
(vii) Nominal
Group Technique: Nominal group technique is one of the decision-making techniques
which involves collecting inputs from a group of people in a structured manner.
Managers can use it to incorporate different perspectives into decisions. For
example, you are choosing a work style for your team. Team Member A favors
remote working because they can skip the troublesome commute. In contrast, Team
Member B prefers to work from the office because they can concentrate better in
the setting. Team Member C demands a hybrid approach, as they insist on
regularly connecting with your team while working comfortably.
As a manager,
you now understand different opinions to make a decision that satisfies
everyone in some way or the other. The main advantage of using the nominal
group technique is that it enables managers to take advantage of the collective
knowledge of their team, helping them make more informed and effective
decisions.
(viii) Root
cause analysis: Root cause analysis involves identifying and resolving the
underlying causes of a problem rather than its symptoms. Picture this: Your
team is constantly missing deadlines. But you keep asking them to complete the
work. And thus. But here's another approach: You try to find out why they're
missing deadlines. After talking to him it becomes clear that his workload is
very heavy. Then, you can take appropriate action to help them solve this
challenge. The advantage of using root cause analysis is that it enables
managers to solve problems at their source, leading to long-term solutions and
reducing the risk of future problems. Managers can apply this decision-making
technique to problem-solving, quality management, and continuous improvement.
(ix) Scenario
Planning: Scenario planning is one of the decision-making techniques that
involves creating and evaluating various possible future scenarios to inform
decision making. Scenario analysis helps managers consider other possibilities
and make informed decisions based on their likely outcomes. The important
advantage of scenario planning is that it enables managers to be prepared for
future events and make informed decisions considering various cases.
Scenario
planning can help make the right personal and business choices. Risely's
interactive chatbot, Merlin, is also powerful to enable effective scenario
planning! Simply enter details about your situations and actors and start
talking.
Following the
discussion, Marilyn can help you have similar conversations through effective
tips and skill-building activities. Sign up for free today to access Merlin,
and many more exciting features built for powerful managers like you: Get
started with Risely!
(x)
Multicriteria Decision Analysis: Multicriteria decision analysis is one of
the decision-making techniques that involves evaluating alternatives based on
multiple criteria to inform decision making. It surpasses other methods due to
its extreme complexity. This tool, also known as multi-attribute decision
analysis (MADA), helps managers consider different factors and make informed
decisions based on their relative importance. The advantage of multicriteria
decision analysis is that it enables managers to make informed choices by
considering multiple factors and prioritizing each option.
Here are some
ways to overcome barriers to effective decision making:
(i) Ask for
feedback: Ask others for their ideas, insights or suggestions on the
problem, option or decision.
(ii) Be aware
of personal biases: Recognize and acknowledge personal biases and values
that may influence your decision.
(iii) Keep
emotions out of the equation: Focus on gathering information that will help
you make the best possible choice.
(iv) Define
the nature of the decision: Collect relevant information before making your
decision.
(v) Avoid
loss-aversion bias: We are more likely to take a decision that avoids loss
rather than achieving gain.
Other barriers
to effective decision making include:
(i) Poor group
cohesion
(ii) Cost
incurred for preliminary decision
(iii) Lack of
information
3. What are the sources of conflict? Briefly explain various
modes of conflict management with relevant examples.
[COMING SOON]
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