REVISION OF SHORT QUESTIONS FOR BUSINESS ORGANIZATION AND MGMT

•     REVISION OF SHORT QUESTIONS FOR BUSINESS ORGANIZATION AND MGMT (BOMP)

•     WHAT IS MEANT BY SCIENTIFIC MANAGEMENT

•     THE TERM’ SCIENTIFIC MGMT’CONTAINS TWO WORDS SCIENTIFIC AND MGMT’.

•     MGMT MEANS GETTING THINGS DONE THROUGH OTHERS AND SCIENTIFIC MEANS SYSTEMATIC, ANALYTICAL AND OBJECTIVE APPROACH. SO MGMT. BASED ON CAREFUL OBSERVATION, OBJECTIVE AND ANALYSIS IS CALLED SCIENTIFIC MGMT.

•     SCIENTIFIC MGMT. IS THE ART OF DOING THINGS IN THE BEST POSSIBLE WAY. IT IS DISCARDING OF OLD METHODS OF PRODUCTION AND BRINGING THE BEST ONE.

•     SCIENTFIC MGMT. MEANS KNOWING EXACTLY WHAT YOU WANT MEN TO DO AND SEEING THAT THEY DO IT IN THE BEST AND THE CHEAPEST WAY.

•     PRINCIPLES OF SCIENTIFIC MANAGEMENT

•     F. W IS THE FATHER OF SCIENTIFIC MANAGEMENT

1.       REPLACEMENT OF THE RULE OF THUMB:- TAYLOR ADVOCATED THE REPLACEMENT OF RULE OF THUMB WITH SCIENTIFIC METHODS. RULE OF THUMB FOCUSES ON ESTIMATION BUT SCIENTIFIC APPROACH STANDARDIZATION OF TOOLS,EQUIPMENT,SCIENTIFIC SELECTION ETC

2.       CO-OPERATION:- SUGGESTED THE CHANGE F THINKING OF THE MANAGEMENT AND WORKERS. BOTH SHOULD TRY TO CREATE MUTUAL CONFIDENCE,COOPERATION AND GOODWILL. HE SUGGESTED COMBINED EFFORTS

3.       DEVELOPMENT OF WORKERS:-DEVELOPMENT OF WORKERS SO THAT THEY ARE ABLE TO COPE WITH THE CHANGE. ALL THE PLANS OF RAISING OUTPUT CAN BE ACHIEVED WITH THE EFFORTS OF WORKERS.

4.       MAXIMUM OUTPUT:- THE WHOLE PHILOSOPHY OF SCIENTIFIC MANAGEMENT ADVOCATES THE INCREASED PRODUCTION AND PRODUCTIVITY

5.       DISTRIBUTION OF WORK:-THE WORK AND RESPONSIBILITY SHOULD BE DISTRIBUTED BETWEEN WORKERS AND MGMT. THE MGMT SHOULD DESIGN THE WORK,SET UP AND SUPERVISE THE WORK AND THE WORKERS ARE FREE TO PERFORM.

·         PARITY BETWEEN AUTHORITY AND RESPONSIBILITY

·         AUTHORITY AND RESPONSIBILITY SHOULD GO SIDE BY SIDE. A PERSON IS ACCOUNTABLE FOR CERTAIN ACTIVITIES IF HE HAS GIVEN THE AUTHORITY FOR GETTING THE WORK DONE. AUTHORITY SHOULD BE COMMENSURATE WITH RESPONSIBILITY. IN THE ABSENCE OF AUTHORITY NO WORK CAN BE ACCOMPLISHED. THERE SHOULD BE EQUALITY BETWEEN AUTHORITY AND RESPONSIBILITY

•     SCALAR CHAIN

•     SCALAR CHAIN REFERS TO THE CHAIN OF SUPERIORS  RANGING FROM THE ULTIMATE AUTHORITY TO THE LOWEST RANKS. FAYOL FELT THAT A HIERARCHICAL CHANNEL CALLED THE SCALAR CHAIN IS NECESSARY TO ENSURE UNITY OF COMMAND AND EFFECTIVE COMMUNICATION. COMMUNICATION SHOULD FOLLOW THROUGH THE ESTABLISHED CHAIN OF COMMAND. HOWEVER A GANGPLANK MAY BE CREATED BY PASSING THE ESTABLISHED LINE OF AUTHORITY TO FACILITATE QUICK COMMUNICATION/ IT SHOULD NOT BE NORMAL PRACTICE BUT WHEN EVER IT IS NECESSARY IT SHOULD BE USED IN ORDER TO AVOID DELAY AND DISTORTIONS,THE SUBORDINATE SHOULD USE GANG PLANK

•     SCALAR CHAIN AND GANG PLANK

•     D

•     MAX WEBER’S BUREAUCRATIC MODEL

1.       ACCORDING TO MAX WEBER:-RECOGNITION AND EXERCISE AUTHORITY IS THE FUNDAMENTAL QUESTION. WHAT IS AUTHORITY AND HOW THE SUBORDINATES ACCEPTS THE EXERCISE OF AUTHROITY IS BY SUPERIOR. MAX WEBER SEPARATES THREE TYPES OF AUTHORITY STRUCTURES: CHARISMATIC,TRADITIONAL AND BUREAUCRATIC

2.       BUREAUCRATIC ORGANIZATION IS THE MOST EFFICIENT FORM OF ORGANIZATION. HE NAMED IT RATIONAL AND LEGAL. IT IS RATIONAL BECAUSE SPECIFIC OBJECTIVES OF THE ORGANIZATION ARE LAID DOWN AND ORGANIZATION IS DESIGNED TO ACHIEVE THEM AND IT IS LEGAL BECAUSE AUTHORITY STEMMED FROM A CLEARLY DEFINED SET OF RULES,PROCEDURES AND ROLES

·         WEBER'S BUREAUCRATIC MODEL

1.       THERE IS CLEAR SEPARATION BETWEEN SUPERIOR AND SUBORDINATE

2.       DIVIDSON OF LABOUR BASED ON COMPETENCE AND FUNCTIONAL SPECIALIZATION

3.       CLEAR DIVORCE BETWEEN PERSONAL AND OFFICIAL MATTERS

4.       SYSTEM OF RULES,REGULATIONS AND PROCEDURE

5.       HIERARCHY IN THE POSITIONS BASED ON LEGAL AUTHORITY AND POWER

•     PRINCIPLES OF BUREAUCRACY

1.       A MANAGER’S FORMAL AUTHORITY DERIVES FROM THE POSITIONS HELD WITH IN THE ORGANIZATION

2.       PEOPLE SHOULD OCCUPY POSITIONS BECAUSE OF THEIR PERFORMANCE NOT BECAUSE OF THEIR SOCIAL STANDING

3.       THE EXTENT OF EACH POSITION’S FORMAL AUTHORITY AND TASK RESPONSIBILITIES AND ITS RELATIONSHIP TO OTHER POSITIONS IN AN ORGANIZATION SHOULD BE CLEARLY SPECIFIED

4.       POSITIONS SHOULD BE ARRANGED HIERARCHICAL

5.       CREATION OF WELL DEFINED SYSTEM OF RULES,STANDARD OPERATING PROCEDURES AND NORMS

•     FORMAL COMMUNICATION VS INFORMAL COMMUNICATION

•     FORMAL COMMUNICATION

·         TAKES PLACE THROUGH THE FORMAL CHANNELS OF THE ORGANIZATION STRUCTURE

·         FLOW OF INFORMATION ALONG THE LINES OF AUTHORITY FORMALLY ESTABLISHED POLICY MANUALS,PROCEDURE AND RULE BOOK,MEMORANDUM PAPERS AND ORDERS.OFFICIAL MEETING

·         INFORMAL COMMUNICATION

1.       DOES NOT FOLLOW THE LINES OF AUTHORITY

2.       FALLS OUTSIDE OF FORMAL CHANNEL

3.       OPERATES WITH MUCH GREATER SPEED

4.       DUE OT THE PERSONAL NEEDS OF THE INDIVIDUAL AND EXIST IN EVERY ORGANIZATION

5.       ORAL COMMUNICATION AND MAY BE CONVEYED BY SIMPLE GLANCE,GESTURE AND SMILE ETC

•     DIFFERENCE BETWEEN FORMAL AMD INFORMAL LEADER

•     FORMAL LEADER

1.       WHO IS FORMALLY APPOINTED TO DIRECT OR CONTROL THE ACTIVITIES OF THE SUBORDINATES

2.       CREATED BY FORMAL STRUCTURE AND ENJOY ORGANIZATIONAL AUTHORITY AND IS ACCOUNTABLE TO THE TOP MGMT

3.       TWO FOLD RESPONSIBILITY: 1 HE HAS TO FULFILL THE DEMANDS OF THE ORGANIZATION AND ON THE OTHER HAND HE IS SUPPOSED TO HELP AND GUIDE THE SUBORDINATES

·         INFORMAL LEADER

1.       NOT FORMALLY RECOGNIZED BUT THEY COMMAND RESPECT

2.       ONLY ONE TASK TO PERFORM THAT IS TO HELP THEIR FOLLOWERS

3.       CREATED TO FULFILL THOSE NEEDS WHICH ARE NOT FULFILLED BY THE FORMAL LEADER

•     NATURE OF THE MOTIVATION

•     VANCE,” MOTIVATION IMPLIES ANY EMOTION OR DESIRE WHICH SO CONDITIONS ONE’S WILL THAT THE INDIVIDUAL IS PROPERLY LED INTO ACTION”

1.       MOTIVATION IS INNER FEELING WHICH ENERGIZE A PERSON TO WORK MORE

2.       THE EMOTIONS OR DESIRES OF A PERSON PROMPTS HIM FOR DOING A PARTICULAR WORK

3.       UNSATISFIED NEEDS OF A PERSON WHICH DISTURB HIS EQUILIBRIUM

4.       TO FULFILL HIS UNSATISFIED NEEDS

5.       PASSIVE ENERGIES WHICH ARE ACTIVATED BY MOTIVATION

•     DIFFERENCE BETWEEN UNITY OF COMMAND AND UNITY OF DIRECTION

•     UNITY OF COMMAND

1.       ONE BOSS

2.       ONE COMMAND AND FIXING RESPONSIBILITIES

3.       CONCERNED WITH THE FUNCTIONING OF PEOPLE

4.       IT HELPS IN IMPROVING EFFICIENCY BY DECIDING HIERARCHY

·         UNITY OF DIRECTION

1. ONE UNIT AND ONE PLAN
2. RELATED TO THE ACTIVITIES
3. ON DIRECTING THE EFFORTS OF ONE DEPARTMENT FOR ACHIEVING THE GOALS
4. THE EFFORT IS TO ACHIEVE COORDINATION AMONG DIFFERENT PEOPLE.

•     GROUP DYNAMICS

1.       DEALS WITH THE ATTITUDES AND BEHAVIOURAL PATTERNS OF A GROUP. GROUP DYNAMICS CONCERN HOW GROUPS ARE FORMED,WHAT IS THEIR STRUCTURE AND WHICH PROCESS ARE FOLLOWED IN THEIR FUNCTIONING.IT IS CONCERNED WITH THE INTERACTION AND FORCES OPERATING BETWEEN GROUPS.

2.       GROUP DYNAMICS IS RELEVANT TO GROUPS OF ALL KIND-BOTH FORMAL AND INFORMAL

3.       THE SOCIAL PROCESS BY WHICH PEOPLE INTERACT FACE TO FACE IN SMALL GROUPS IS CALLED GROUP DYNAMICS. THE GROUP DEVELOP ITS GOAL CLEARLY AND GIVES SUGGESTION TO ACHIEVE THESE GOALS, EVERY GROUP CHOOSE ITS LEADER INFORMALLY WHO WILL BE COORDINATING THE GROUP

4.       A GROUP CONSIST OF TWO OR MORE PERSONS WHO INTERACT WITH EACH OTHER CONSCIOUSLY FOR THE ACHIEVEMENT OF CERTAIN COMMON OBJECTIVES. AND THEY ARE INTERDEPENDENCE UPON EACH OTHER

•     GROUP COHESIVENESS

1.       IS DEGREE TO WHICH THE GROUP MEMBERS ARE ATTRACTED TO EACH OTHER AND MOTIVATED TO STAY IN THE GROUPS. COHESIVENESS DEFINES THE DEGREE OF CLOSENESS THAT MEMBERS THAT THE MEMBER FEELS WITH THE GROUPS. IT IS UNDERSTOOD AS THE EXTENT OF LIKING EACH MEMBER HAS TOWARDS OTHERS IN THE GROUP AND HOW FAR EVERYONE WANTS TO REMAIN AS MEMBER OF THE GROUP.

2.       REFERS TO EXTENT OF UNITY IN THE GROUP AND IS SHOWN IN MEMBERS CONFORMITY TO THE NORMS OF THE GROUP,FEELING OF ATTRACTION FOR EACH OTHER AND WANTING TO BE CO MEMBERS OF THE GROUP.

•     GRAPEVINE COMMUNICATION

•     INFORMAL COMMUNICATION IS ALSO KNOWN AS GRAPEVINE COMMUNICATION BECAUSE THERE IS NO DEFINITE ROUTE OF COMMUNICATION FOR SHARING INFORMATION. IN THIS FORM OF COMMUNICATION INFORMATION COVERAGE A LONG WAY BY PASSING FROM ONE PERSON TO ANOTHER LEAVING NO INDICATION FROM WHICH POINT IS STARTED. IT IS DIFFICULT OT FIND OUT HE BEGINNING AND THE END OF THE GRAPEVINE.

TYPES OF GRAPEVINE COMMUNICATION:-

1.       SINGLE STRAND:ONE PERSON SAYS SOMETHING TO ANOTHER PERSON WHO IN TURN PASSES ON THE INFORMATION TO THIRD AND SO ON

2.       GOSSIP CHAIN:-A PERSON COMMUNICATES SOMETHING TO A NUMBER OF PERSON

3.       PROBABILITY: PASSES THE INFORMATION TO SOME RANDOM PERSON

4.       CLUSTER:-A PERSON TELLS TO SOME SELECTED INDIVIDUALS. AND THEY PASS TO OTHER SELECTED INDIVIDUAL AND SO ON