Chandigarh University, Gharuan

1st Hourly Test (August-2019)

Course: B.Pharmacy

Sub: Introduction to management and leadership skills

Answer Key

Section -A (2 Marks Each)

Q.1 (a) Name the various levels of managenment.

The three levels of management typically found in an organization are low-level management,
middle-level management, and top-level management.

(b) Define Delegation of authority.

Delegation of Authority means division of authority and powers downwards to the

subordinate. Delegation is about entrusting someone else to do parts of your job .Delegation of
authority can be defined as subdivision and sub-allocation of powers to the subordinates in order
to achieve effective results.
(c) Explain Strategic Management.

Strategic management is the continuous planning, monitoring, analysis and assessment of all that
is necessary for an organization to meet its goals and objectives. Fast-paced innovation,
emerging technologies and customer expectations force organizations to think and make
decisions strategically to remain successful. The strategic management process helps company
leaders assess their company's present situation, chalk out strategies, deploy them and analyze
the effectiveness of the implemented strategies. The strategic management process involves
analyzing cross-functional business decisions prior to implementing them.

Section –B (15 Marks Each)

Q.2 Differenciate between motivation and morale.

Motivation (incentive, inspiration, drive, enthusiasm)Motivation can be defined as a reason

for engaging in a particular behavior. In the workplace, this can also be understood as...

• What makes people willing to work beyond the boundaries of their job description
• Enthusiasm, interest, or commitments that make someone want to go 'above and beyond'

Morale (confidence, self-esteem, spirits, drive)Morale is regarded as the spirit, or tone of an

organization, relationships, changes, and other elements. This feeling relates to their comfort,
satisfaction, happiness, and can also be defined as...
 • Level of confidence or optimism felt by a person or group of people
• One's overall attitude towards their job

Think of some of the most motivated people you've worked with; it's a safe bet that they felt
upbeat and positive toward their work, which explains a high morale. Now think about those you
know who have very little or no passion for their line of work. Are these people motivated to put
more effort into what they do? Of course not! Workers with low morale won't be high
performers. Until you remove the cause of their low morale, our top instructional design
consultants have noted that all attempts at motivation will fall flat.

Motivation Morale
• High morale doesn't necessarily result in higher
• Higher motivation leads to higher
motivation, as their attitude may not encourage
morale.
them to work more efficiently.

• Related to factors tied to the • Relates to things that are a part of their work
individual's performance. environment.

• An individual concept - considers • A group concept - morale can be enhanced by

the differences from one considering the influences of their total work
employee to the next. settings and people within them.
Q.3 What are different levels of management ? Write the role of the people at each level of
management.

The term “Levels of Management’ refers to a line of demarcation between various managerial
positions in an organization. The number of levels in management increases when the size of the
business and work force increases and vice versa. The level of management determines a chain
of command, the amount of authority & status enjoyed by any managerial position. The levels of
management can be classified in three broad categories:

1. Top level / Administrative level

2. Middle level / Executory
3. Low level / Supervisory / Operative / First-line managers

Managers at all these levels perform different functions. The role of managers at all the three
levels is discussed below:

LAVELS OF MANAGEMENT

1. Top Level of Management

It consists of board of directors, chief executive or managing director. The top

management is the ultimate source of authority and it manages goals and policies for an
enterprise. It devotes more time on planning and coordinating functions.

The role of the top management can be summarized as follows -

a. Top management lays down the objectives and broad policies of the enterprise.
 b. It issues necessary instructions for preparation of department budgets, procedures,
schedules etc.
c. It prepares strategic plans & policies for the enterprise.
d. It appoints the executive for middle level i.e. departmental managers.
e. It controls & coordinates the activities of all the departments.
f. It is also responsible for maintaining a contact with the outside world.
g. It provides guidance and direction.
h. The top management is also responsible towards the shareholders for the
performance of the enterprise.

2. Middle Level of Management

The branch managers and departmental managers constitute middle level. They are
responsible to the top management for the functioning of their department. They devote
more time to organizational and directional functions. In small organization, there is only
one layer of middle level of management but in big enterprises, there may be senior and
junior middle level management. Their role can be emphasized as -

a. They execute the plans of the organization in accordance with the policies and
directives of the top management.
b. They make plans for the sub-units of the organization.
c. They participate in employment & training of lower level management.
d. They interpret and explain policies from top level management to lower level.
e. They are responsible for coordinating the activities within the division or
department.
f. It also sends important reports and other important data to top level management.
g. They evaluate performance of junior managers.
h. They are also responsible for inspiring lower level managers towards better
performance.
 3. Lower Level of Management

Lower level is also known as supervisory / operative level of management. It consists of

supervisors, foreman, section officers, superintendent etc. According to R.C. Davis,
“Supervisory management refers to those executives whose work has to be largely with
personal oversight and direction of operative employees”. In other words, they are
concerned with direction and controlling function of management. Their activities
include -

a. Assigning of jobs and tasks to various workers.

b. They guide and instruct workers for day to day activities.
c. They are responsible for the quality as well as quantity of production.
d. They are also entrusted with the responsibility of maintaining good relation in the
organization.
e. They communicate workers problems, suggestions, and recommendatory appeals
etc to the higher level and higher level goals and objectives to the workers.
f. They help to solve the grievances of the workers.
g. They supervise & guide the sub-ordinates.
h. They are responsible for providing training to the workers.
i. They arrange necessary materials, machines, tools etc for getting the things done.
j. They prepare periodical reports about the performance of the workers.
k. They ensure discipline in the enterprise.
l. They motivate workers.
m. They are the image builders of the enterprise because they are in direct contact
with the workers.

Q.4 Write a short note on:

a) Scientific management
b) Motivation
c) Incentives
d) Delegation of authority
 Ans. a) Scientific management is a theory of managementthat analyzes and synthesizes
workflows. Its main objective is improving economic efficiency, especially labor productivity. It
was one of the earliest attempts to apply science to the engineering of processes and to
management.

4 Principles of Scientific Management

While scientific management principles improved productivity and had a substantial impact on
industry, they also increased the monotony of work. The core job dimensions of skill variety,
task identity, task significance, autonomy, and feedback all were missing from the picture
of scientific management.

Examples

Frederick Taylor (1856–1915) is called the Father of Scientific Management.

• Lillian Gilbreth. ...

• An example of a simple Gantt chart.
• There are several distinct tasks involved in painting a room.

b) Motivationis the most powerful emotion that employees bring to work. The management role
in stimulating motivation through shared vision and communication is the fundamental skill that
great managers bring to the work place. You can't outsource motivation. It is the leaders
and managers who must motivate."
The main content theories are: Maslow's needs hierarchy, Alderfer's ERG theory, McClelland's
achievement motivation and Herzberg's two-factor theory. The main process theories are:
Skinner's reinforcement theory, Victor Vroom's expectancy theory, Adam's equity theory and
Locke's goal setting theory.

c) Incentives

Incentive management is the process of offering benefits to employees for achieving specific
goals.
Benefits of Incentive Management

With critical employee performance, goals, and market data, managers gain greater visibility and
insights into rewards and performance allowing them to easily allocate pay and bonuses.

Managers are the employees tasked with helping your company to accomplish its strategic goals
and objectives. The incentive plans you use to motivate your management team will likely play a
role in your business's growth and success. A wide variety of incentive plans exist to help
managers stay focused and driven. Consider a combination of incentive plans that will create a
rich compensation package to aid with retention and achievement.

Incentives Types: Financial and Non-Financial Incentives

1. Financial Incentives:
Money is an important motivator. Common uses of money as incentive are in the form of wages
and salaries, bonus, retirement benefits, medical reimbursement, etc. Management needs to
increase these financial incentives making wages and salaries competitive between various
organisations so as to attract and hold force.

2. Non-Financial Incentive:
Man is a wanting animal. Once money satisfies his/her physiological and security needs, it
ceases to be a motivating force. Then, higher order needs for status and recognition and ego in
the society emerge.

Delegation of Authority

The Delegation of Authority is an organizational process wherein, the manager divides his work
among the subordinates and give them the responsibility to accomplish the respective tasks.
Along with the responsibility, he also shares the authority, i.e. the power to take decisions with
the subordinates, such that responsibilities can be completed efficiently.

In other words, a delegation of authority involves the sharing of authority downwards to the
subordinates and checking their efficiency by making them accountable for their doings. In an
organization, the manager has several responsibilities and work to do. So, in order to reduce his
burden, certain responsibility and authority are delegated to the lower level, i.e. to the
subordinates, to get the work done on the manager’s behalf.

Under the delegation of authority, the manager does not surrender his authority completely, but
only shares certain responsibility with the subordinate and delegates that much authority which is
necessary to complete that responsibility.

Elements of Delegation

There are three elements of Delegation Authority.

1. Authority
2. Responsibility
3. Accountability

The process of Delegation of Authority

There are three elements or steps followed when delegating authority.

1. Assignment of Task:

In situations where a manager has a heavy workload, the only way to accomplish the job within
the given time-frame is to delegate duties to the subordinates. But this can only take places when
the manager divides the workload into various parts. Then, he or she will also determine the part
that goes to the subordinates. However, the process by which a top manager defines the task that
goes to the subordinates is the assignment of duties. But it is best to delegate responsibilities to
subordinates based on their experience, knowledge, qualification, and training.

2. Granting of Authority

The assignment of duties will be useless if the subordinates do not have the same power and
right the manager would need to accomplish the same task delegated to them. So for the
delegation of authority to have an impact, the subordinates should be granted enough power. And
this includes the right to spend money on the task, represent the company outside, use raw
materials and instruct other persons working with him or her to accomplish the given task.

3. Creation of Obligation

The creation of obligation also called accountability for performance is the last lap in the process
of delegation of a duty. At this stage, once the subordinate accepts the request to work on the
project, it then means he or she has invariably agreed to be accountable and put on the best
performance in the discharge of his or her duties.