ASSIGNMENT Management Theory and Practice

Q1. Green Bell is a retail giant in India. Currently only confined to metro cities for their giant
super store outlets, they are planning to spread to smaller cities in India. While working on
the resource allocation, HR is planning on shifting a few of the current staff to new locations
while recruiting local staff at each location in parallel. They need to engage the current staff
in training for the newer audience.

Discuss the expansion from the point of view of Hofstede’s five dimensions to include in the
training.

Ans 1. Introduction:
Geert Hofstede's Cultural Dimensions theory is a framework for understanding cultural
differences between countries and how businesses are conducted in different cultures. In
other words, the structure is intended to distinguish between specific national cultures, their
aspects, and their commercial impact. Hofstede's Cultural Dimensions principle was
developed in 1980 by Geert Hofstede, a Dutch control researcher. The goal of the research
was to discover the cultural elements that differed. Hofstede identified six elements to
determine tradition: Power Distance Index, Collectivism vs. Individualism, Uncertainty
Avoidance Index, Femininity vs. Masculinity, Short-term vs. Long-term Orientation,
Restraint vs. Indulgence.

Application and concept:

Allow us to comprehend Hofstede's five dimensions:
1.Power Range:
Energy distance is the step in which a society decides on unequal energy distribution in
organizations and society. In extreme influence distance civilizations like Japan, we expect
great respect for age, status, and titles. This is most likely a task for an American visiting
used to the casualness of a minor power separation lifestyle, as well as using first names and
wearing casual clothes in the office. The high-energy distance measures how much inequity
and electricity are tolerated in a particular tradition. Prejudice and management are perceived
from the believers' perspective — the lower stage — at this size. An excessive-power
distance index suggests that injustice and power imbalances are factors that promote
bureaucracy and place a high value on rank and authority. A low electricity distance index
indicates a lifestyle that values flat organizational structures, decentralized decision-making,
participatory control, and an emphasis on power distribution.

2.Uncertainty Avoidance:
This is the step in which a society considers or is concerned about danger, transition, and
situational ambiguity. One would expect a desire for arrangement, command, and probability
in high-uncertainty-avoidance societies such as France or Japan. Uncertainty avoidance
governs how much ambiguity and uncertainty can be tolerated. This dimension appears to be
concerned with how people react to unexpected circumstances and events. A low threshold
for ambiguity and confusion, as well as a high uncertainty avoidance rating, indicate risk-
taking. Ambiguity is eliminated by imposing strict guidelines, laws, and other norms. The
avoidance of uncertainty score demonstrates a tough open-mindedness for ambiguity,
confusion, and boldness. The unexpected is more quickly followed, and there are fewer
regulations, laws, and limitations in the vicinity.
3.Individualism-Collectivism:
Individualism-collectivism refers to the degree to which a device prioritizes an individual's
accomplishments and self-interest over the accomplishments and interests of groups. It has
the highest individuality rating of any country, according to Hofstede's research.
Individualism vs. collectivism is a metric that examines how societies are organized into
machines, as well as their recognized obligations and reliance on them. Individualism is the
practice of charging a higher price for achieving personal goals. In this category, "I"
represents a person's self. Collectivism suggests a greater emphasis on the collective's desires
and well-being. This section categorizes a character's self as "We."
4. Masculinity-Femininity:
This is the stage at which a philosophy favors assertiveness and materialism over sentiments,
friendships, and pleasant lifestyles. It emphasizes traditional male or female characteristics
and attitudes toward gender roles. Visitors to Japan, which has the highest masculinity rating
according to Hofstede's research, may notice how limited job opportunities for women are.
The "difficult vs. soft" thing about masculinity versus femininity includes cultural values for
success, perspectives on gender equity, and behavior, among other things. Masculinity is
defined by astonishing gender norms, aggression, and a focus on financial achievement and
wealth. Femininity is characterized by fluid gender roles, modesty, tenderness, and concern
for the excellence of the lifecycle
5. Time Orientation: This is the proportion of a society's dreams that are short-term or long-
term. As a result, businesses in the United States must deliver short-term results. Success is
valued in many Asian cultures for its endurance, moderation, and willingness to work for an
extended period of time. The long-term vs. short-term orientation dimension assesses how
society interprets its temporal horizon. Long-term focus has been on the positives, as well as
a determination to forego immediate gratification in the pursuit of the outcomes of this
situation. Perseverance, perseverance, and prolonged progress are all used to describe long-
term orientation. Short-term orientation prioritizes the present over the future, focuses on the
immediate future, and provides short-term success or fulfillment. Short-term outcomes and
lifestyle are prioritized in short-term orientation.

Conclusion:

When discussing the development of the inexperienced Bell in India's smaller towns, all of
Hofstede's five dimensions should be considered. As each scale is talking about a specific
problem, one can be faced while expanding a business into a specific city and staff training.
The power distance discusses how much power must be given when expanding new
corporations; individualism and collectivism will assist the old staff in collectively training
the new staff without feeling unfair.

Q2. Sateesh is a project manager in an IT company. He needs to deploy some additional

developers to be based on site. He has a meeting with the HR for the same and needs to give
a plan of resource deployment to the HR with clarity on how many new members’ vs how
many current developers can be deployed on site. Managers have to make many decisions.

Discuss various types of decisions managers typically make based on nature of the decisions,
level of the management or capacity.

Ans 2.

Introduction:

A choice can be classified into several categories based on its scope, significance, and
influence. Many authorities have classified options in various ways. Corporations' managers
frequently make four types of decisions: programmed, non-programmed, operational,
strategic, and others. The decision could be classified into one of several classes based on its
quantity, relevance, and impact. Policymaking is defined as the act or system of considering
various options and selecting one. It is critical to remember that managers are constantly
making the same decision, and that the integrity of these decisions has a significant impact on
the organization's and stakeholders' performance. Stakeholders are any individuals or
organizations who are impacted by a business (which includes clients, employees,
shareholders, etc.).

Concept and application:

Managers are constantly making decisions, and their judgments can have a significant impact
on the business and its stakeholders. Complexity, limited knowledge, and time constraints
define managerial decision-making, and there is rarely a single correct answer. When there
are several suitable options (or more than one bad one), management must decide which one
will produce high-quality results. Managers must consider the capacity implications of every
decision and recognize that there are frequently multiple stakeholders with competing wants
and choices, making it difficult to satisfy everyone. Finally, managerial decisions may have
ethical implications that should be considered before making a final decision.

Managers make various types of decisions based entirely on their personalities, and they are
at various stages of their careers:

1. Non-programmed and programmed decisions: The repetition is the essence of

programmed selections. These conclusions are reached in response to simple,
common, and recurring difficulties with well-executed procedures. These conclusions
are primarily based on the current policy, regulation, or system of the company.
Making purchase orders, approving different types of leave, approving salary
increases, and so on. Managers follow established protocols when dealing with such
common occurrences. Non-programmed decisions are not made on a regular basis.
They are associated with unusual situations for which no common solution exists.

2. Operational and Strategic Decisions: Decisions made at the operational or tactical

levels are based on current challenges or difficulties. Operational decisions are
focused on the short term or the immediate present, whereas strategic decisions are
focused on the long term. The primary goal is to maximize performance. This
includes, among other things, improved working conditions, qualified supervision,
smart use of current assets, and better device protection. Extending the scope of
operations, entering new markets, changing the product mix, relocating the
manufacturing plant, forming strategic partnerships with other companies, and so on
are all examples of strategic initiatives. Ordinary selections are typically made by
lower-level managers, whereas strategic decisions are made by higher-level managers.

3. Organizational and personal choices: Organizational choices are those made by

management in the normal course of the business of their position as managers.
Managers, for example, make decisions such as implementing a new reward system,
transferring an employee, reallocating or redeploying staff, and so on to achieve
specific goals. Managers, on the other hand, make certain personal judgments in
person. Their impact, however, may have an impact on the organization. For example,
a manager's desire to leave the organization, while personal, may cause some issues
for the organization.
 4. Individual and group decisions: While individual judgments are made in this situation,
essential and strategic decisions that affect many aspects of the company are usually
made through a group. Organizational decision-making is popular these days because
it allows for greater coordination among those concerned about the choice's
execution.

5. Routine and Strategic Decision: Tactical or routine alternatives are made on a regular
basis, in accordance with rules, procedures, and rules. They do not require the
collection of clean data or meetings with others. As a result, they may be taken
without much thought. They're complicated, but they're always one-dimensional.
They no longer necessitate any additional effort from management. Such decisions are
frequently made by supervisors at the mid and lower levels of management. Strategic
or fundamental decisions are critical and are frequently made by a pinnacle and
middle management: the more a manager's role, the more strategic decisions he must
make.

6. Organizational and Personal Decisions: A manager's official decisions are referred to

as organizational selections. It is possible to delegate such picks. Private decisions
cannot be delegated because they place the supervisor in the role of a character rather
than a member of the company.

Conclusion:

As a result, it is possible to conclude that decision-making will take a systematic or ordered

path from problem to solution. There is only one excellent or perfect outcome. Rational
decisions are made with the goal of maximizing or optimizing application. The solution
chosen will be in line with the selection maker's interests and ideas. All rational decision
makers must achieve the same result when given the same set of sufficient knowledge for the
choice being made. This demonstrates that rational decision-making can be used frequently in
collaborative decision-making.

Q3. EarthMovers Ltd is into providing heavy vehicle services. They have various heavy
vehicles like tractors, cranes, bull dozers, mixer trucks, etc. They have been growing
increasingly and have employed a total staff of 1200. They have divided their business in a
Divisional structure. Based on this information, answer the following questions.

a. Discuss the features of divisional structure of organization and infer the divisions that
EarthMovers may have employed.

Ans a. Introduction:

A divisional organizational structure is made up of parallel divisions or working units.

These divisions may be in charge of a specific product or service, a geographical area, or
 a client organization. The divisional structure of a company is one method of organizing
beautiful obligations. It creates distinct divisions or divisions and personnel agencies
based on products or services, clients, and location. Every unit has some autonomy and
excellent function devices, such as advertising, operations, and human resources. A
divisional company is ideal for chain stores and associates both within and outside the
country.

Application and concept:

A divisional corporation generates obvious patterns of duty because decision-making is

decentralized. Various phrases allow the parent company (for example, the headquarters)
to delegate energy to its branches. It solves the problems associated with a centralized,
hierarchical structure.

Each division has complete autonomy in making decisions, developing strategies,

adjusting operations, and customizing marketing, advertising, and marketing
specifications to meet the needs and desires of the markets under its jurisdiction. This is
especially important in uncertain and volatile market conditions.

Organizational capabilities of the divisional shape:

• The divisional shape benefits the business in a variety of ways. Because the company's
divisions are financially self-sufficient, they will establish clear lines of duty and duty.
Economic independence encourages collaboration rather than competition among
divisions.

• One-of-a-kind specialties (divisions) assist personnel in honing their talents in their

chosen field. Because each division is self-contained, it can respond quickly to changes in
the business environment without affecting other divisions.

• Divisional organizational models benefit large corporations that operate in multiple

geographic locations or have distinct smaller divisions to cover different items or market
sectors. For companies with divisional systems, effective management is the most
important aspect of success.

The units of a divisional organization can be classified as:

• Product

• Client

• Geographic location.

For example, within the automobile industry, a company's organizational structure can be
divided based on its specific products: SUV, sedan, and coupe. Another option is to base the
shape on consumer types, with categories such as "elite," "medium," and "low-profits." Make
geographical divisions for commercial enterprises, such as Europe and Asia.

Conclusion:

In the given case, Earth Movers Ltd provides heavy automobile services, and they have a
large fleet of heavy vehicles such as tractors, cranes, bulldozers, mixer vans, and so on. As a
result, the employer's department has been established based on the type of product for which
services must be provided. Human beings are classified in a divisional structure based on the
product or service they provide, rather than the labor they perform.

b. Elaborate on the factors that influence organizational structures.

Ans b. Introduction:
The position of the corporation is the next herbal step after planning. To achieve the plan's
objectives, someone must work and complete the appropriate project. Because of the
organizing function, humans are motivated to work. According to the function, "managers are
involved in decisions that result in a machine of skilled coordinated jobs." Many elements
play a role in an organization's structure. Both human and non-human elements may be at
work.

Application and concept:

The following variables are used to determine the corporation's structure:

•Size of Unit: The length of an operation indicates its size. The three smart operating scales
are small, medium, and large. The length of a company has a significant impact on its cost,
efficiency, and profitability. Before beginning any business or non-business challenge,
organizers should determine the most rewarding and viable unit size. A suitable or top-of-the-
line length is a dynamic concept that changes as knowledge and technology advance. As a
result, technology is one factor that influences a company's size and structure. To introduce
new technology into a company, the activity must be expanded, and the structure must
change as a result.

• Activity grouping: The designed jobs should be divided into businesses based on the type of
activity. It is critical to institutional activities if coordination is to be expanded. Each group is
given the title "Department." The department is another factor that influences the shape of an
employer. As a result, every agency has divisions such as public relations, production, and
finance, all of which perform their functions. In each area, such as Finance, we perceive
authority ties.

• Delegation of Authority: The authority relationship is also used to determine the structure of
a corporation. If the span is longer, there may be many additional authority tiers, and top
executives may assign work to each level. "The right to make decisions without the consent
of a higher character," says the authority. Assume a corporation's breadth and stages of
organization are greater. In that case, the delegation of power may be increased, and there
may be additional decentralization of authority for seamless process execution. If time is
limited, there may be fewer strength ranges and better centralization. The employer's
structure is thus determined through delegation of authority.

Conclusion:

For specialized work designs, slim spans, homogeneous departments, minimal control, little
authority, and a compact structure will be built. Activities with little or no specialization will
have a complicated organizational structure, with multiple departments, different control
spans, and more delegation of power. Despite the fact that these are the variables that
determine the shape of an organization, research has shown that performance, attitudes,
satisfaction, and other factors also have an impact.