Departmentalisation

Consumer Protection Act is an act of the Parliament of India enacted in 1986 to protect the interests of consumers in India. It makes provision for the establishment of consumer councils and district forums for the settlement of consumer's disputes and other related consumer problems.

External forces are forces caused by external agent outside of the system. Internal forces are forces exchanged by the objects in the system. To determine what part should be considered external and internal, mechanical system should be clearly defined. Examples of external forces include dead loads, such as the weight of the structure itself and the non-structural materials it supports, and live loads, which include moving loads, such as occupants, goods, and furniture, as well as wind loads, seismic loads, and impact loads, among others.

 Following is the step in process of Planning: 

Setting objectives: The first and foremost step is setting objectives. Objectives may be set for the entire organization and each department or unit within the organization. Objectives or goals specify what the organization wants to achieve. Objectives should be stated clearly. Management must contribute ideas and participate in the objective setting process. If the end result is clear it becomes easier to work towards the goal. 

B. Following is the last step to be performed by Quick Bizz as part of the process of Planning: 

Follow up action: To see whether plans are being implemented and activities are performed according to schedule is also part of the planning process. Monitoring the plans is equally important to ensure that objectives are achieved. 

Functional Structure

As the name suggests, in a functional structure grouping is based on functions. This means that similar jobs are integrated into functions and major functions are further categorised as departments which are handled by respective coordinating heads. These departments can further consist of sections

Advantages

• Since functional structure revolves around functions, the division is such that an employee performs a specific set of tasks as a part of his routine. Effectively, this creates room for job specialisation and efficient use of manpower.
• Again, as similar tasks are grouped together into a function and emphasis is laid on specific functions, this structure facilitates coordination and control.
• In a functional structure, we keep similar tasks together and different tasks away. This implies that there is no scope for duplication. Effectively, this lowers cost.
• As the focus is mostly on a specific and limited range of skills, training of employees becomes easier.
• This also leads to an increase in managerial efficient which in turn increases profit margins.
• Lastly, it ensures that all the diverse tasks get a fair amount of attention.

Disadvantages

• A major drawback of the functional structure lies in its definition itself. As stated already, it puts emphasis on division based on functions of an enterprise. Now as it stresses on the diverse functions, it generally leads to an increased concern on interests of departmental interests rather than the interests of the organisation as a whole. Technically, this can lead to the emergence of functional empires and even dwindling levels of concern for organisational objectives.
• Again, as the departments are completely different in operations from each other, there is a big barrier to communication between them.
• There may arise a conflict of interests among these departments which are profusely looking to fulfil the individual departmental interests. Such conflicts can hinder the growth of an enterprise. Further, such conflicts can further arise in the absence of clear separation of responsibility.
• When individuals always deal with specific tasks their perception narrows down and they don’t appreciate the varying point of views.  Consequently, they remain fixated on specific ideas and fail to develop as individuals. All in all, this leads to inflexibility.

A) Dimensions of the business environment are :-

Social environment

Economic environment

Technological environment

B) Feature about business environment is been referred here is Complexity.

Three tasks of Mr. Armstrong - as a production manager:

• Take part in strategic decisions making of the company.
• Supervise the employees in the firm whether they do their production work as per the plans laid down by the top managers.
• Designing the production process and purchasing the production equipments.
• Supervising the products and technical management are some of the tasks of the Production manager which will help him to process the plans and the policies formed by the Top management.

Employee development

HRD Minister Ramesh Nishank announced a major CBSE syllabus reduction for the new academic year 2020-21 on July 7 which was soon followed by an official notification by CBSE on the same.

Considering the loss of classroom teaching time due to the Covid-19 pandemic and lockdown, CBSE reduced the syllabus of classes 9 to 12 with the help of suggestions from NCERT.

The CBSE syllabus has been rationalized keeping intact the learning outcomes so that the core concepts of students can be retained.

Click on the respective links:

<font color="#FF6600"><font style="box-sizing: border-box;">Revised Curriculum for the Academic Year 2020-21</font></font>

<a data-toggle="collapse" href="http://cbseacademic.nic.in/Revisedcurriculum_2021.html#collapse2" style="box-sizing:border-box; color:inherit; text-decoration:none; display:block; font-weight:bold">Revised Secondary Curriculum (IX-X)</a>

<a data-toggle="collapse" href="http://cbseacademic.nic.in/Revisedcurriculum_2021.html#collapse1" style="box-sizing:border-box; color:inherit; text-decoration:none; display:block; font-weight:bold">Revised Senior Secondary Curriculum (XI-XII)</a>

Implementing the plan This is the step where other managerial functions also come into the picture. This step is concerned with putting the plan into action, i.e. doing what is required, e.g.. if there is a plan to increase production then more labour and more machinery will be required. This step would involve organising labour and purchase of machinery.

Management as an Art

Anss: Decentralisation explains the manner in which decision making responsibilities are divided among hierarchical levels.

 Decentralisation is extending delegation to the lowest level. Decentralisation explains the manner in which decision making responsibilities are divided among hierarchical levels. Decentralisation refers to delegation of authority throughout all the levels of the organisation. Decision making authority is shared with lower levels and is consequently placed nearest to the point of action. In other words, decision making authority is pushed down the chain of command. Delegation is the process and decentralisation is the end result, e.g., If the director give the responsibility to production head to complete the target of 20,000 units and authorise him to hire the workers, production head further shares his responsibility with manager to select the worker. Manager shares his responsibility with supervisors, who are dealing with workers, authorise him to select workers. Here, the responsibility distributed at every level. That’s why we say systematic delegation leads to decentralisation.

Entrepreneurs work under the constraints of their environment – the political economy. Five factors will be key to entrepreneurial success: creativity, tolerance for risk, responsiveness to opportunities, leadership and the ability to take advantage of the rights afforded to you.

Factors:

• Market Size. One of the most important factors when evaluating a business opportunity is market size. ...
• Relationships. ...
• Ability to Manage Cash Flow. ...
• Management Skillsets. ...
• Passion and Persistence.

Taylor's technique of functional foremanship is based on the principle of Division of Work. Division of Work talks about dividing the work into small groups for ease and efficiency. When a person with the required knowledge performs a task, he will give better results than a person with no knowledge. This is where the concept of specialisation comes into the picture. A big team with no specialised personnel but a single personnel with specialisation can give better results.

1. Advertisement:

It is a method of recruitment frequently used for skilled workers, clerical and higher staff. Advertisement can be given in newspapers and professional journals. These advertisements attract applicants in large number of highly variable quality.

Preparing good advertisement is a specialised task. If a company wants to conceal its name, a ‘blind advertisement’ may be given asking the applicants to apply to Post Bag or Box Number or to some advertising agency.

b)  The important steps in the process of selection are as follows
(i) Preliminary Screening It helps the manager eliminate unqualified or unfit job seekers based on the information supplied in the application forms.
(ii) Selection Tests An employment test is a mechanism that attempts to measure certain characteristics of individuals. These range from aptitudes, such as manual dexterity, to intelligence to personality.
(iii) Employment Interview Interview is a formal, in depth conversation conducted to evaluate the applicant’s suitability for the job.
(iv) Reference and Background Checks Many employers request names, addresses and telephone numbers of references for the purpose of verifying information and gaining additional on an applicant.
(v) Selection Decision The final decision has to be made among the candidates who pass the tests, interviews and reference checks.
(vi) Medical Examination Before the candidate is given a job offer he/she is required to go through a medical test.
(vii) Job Offer Job offer is made through a letter of appointment/confirm his acceptance. Such a letter generally contains a date by which the appointee must report on duty.
(viii) Contract of Employment After the job offer has been made and candidate accepts the offer, certain documents need to be executed by the employer and the candidate. There is also a need for preparing a contract of employment. It includes job title, duties, responsibilities, date when continuous employment starts etc.

After dividing the organisation into specified departments each individual working in different department is assigned a duty matching to his skill and qualification. The work is assignment according to the ability of individuals.

Q: Various inputs resources are required by management to complete the task effectively and efficiently.Name any two
A n s w e r ;
Various Input Resources used by management are as follows:
1 .  Manpower Resources
2.   Physical, Technical Resources Etc.

Organising refers to the procedure of aligning the activities in a certain order. It contains designing the roles and directing the people towards accomplishment of goals. Human efforts along with the resources are brought together and coordinated under this function. The focus of the function lies in enabling people to work together and implementing the plans for successful attainment of objectives. Through organising the working relationships of an organisation gets clearly defined, thereby ensuring its smooth functioning. The following are the steps involved in a successful process of organising. (i) Identifying and Dividing the Work. Under organising, the very first step deals with identifying the activities and dividing them according to the defined plans. The actions are divided as per the objectives. A clear division of work is done so as to avoid any duplicity. (ii) Creating Departments. Herein, the divided actions are further grouped into units based on the similarity in nature. That is, similar activities are grouped together. Such departmentalisation promotes specialisation. Each department specialises in a particular task. Departments can be formed on the basis of several criteria such as working profiles, regions, product, etc. (iii) Assigning Duties: The third step under organising deals with assigning the roles and responsibilities to the personnel. Under each department work is allocated to different members as per their skill and ability. While assigning the duties it must be ensured that the best suited and proficient person is selected for the work. (iv) Establishing the Relationships: Any organisation needs a proper hierarchic structure to work efficiently. Every person should know whom he's working under and to whom he needs to report. Clear establishment of such relationships help in smooth functioning of an organisation. 

Organizations achieve goals through management:

Management helps with making sure that all the resources of the organization are properly used and that there is no wastage.

Management also enables the organization to achieve its set objectives

Management also enables achievement of personnel objectives

With proper, good and professional management the end result will be development and prosperity of the society

i) Clarity in working relationships: The establishment of working relationships clarifies lines of communication and specifies who is to report to whom. This removes ambiguity in transfer of information and instructions. It helps in creating a hierarchical order thereby enabling the fixation of responsibility and specification of the extent of authority to be exercised by an individual.

Planning makes the work of controlling easier. Therefore, it is considered as the base of controlling. By determining the objectives of the organisation through planning all the people working in the organisation and all the departments are informed about ‘when’, ‘what’ and ‘how’ to do things. Standards are laid down about their work, time and cost, etc. Under controlling, the actual work done is compared with the standard work and deviations are found out and if the work has not been done as desired, the person concerned is held responsible. For example, a labourer is to do 10 units of work in a day (it is a matter of planning), but actually he completes 8 units. Thus there is a negative deviation of 2 units. For this, he is held responsible. (Measurement of actual work, knowledge of deviation and holding the labourer responsible falls under controlling). Thus, in the absence of planning controlling is not possible.

Answer 

In the given case, The production department is blaming sales department for poor sales and sales department is blaming production department for delayed production.

Hence,
Coordination is missing in the organisation due to lack of coordination among departments, the organisation is incurring losses