Principles of ManagementClass 12 Business Studies Part 1 NCERT Solutions
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Q1Long Answer Type/ Essay Type
Explain the Principles of Scientific management given by Taylor.
Solution
F.W. Taylor, known as the 'Father of Scientific Management', gave four principles to increase efficiency in the factory system. These principles are:
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Science, not Rule of Thumb: Taylor believed that there was one best method to maximize efficiency, which could be developed through scientific study and analysis. This principle advocates for replacing the old 'rule of thumb' approach, which was based on personal judgment and experience, with a scientific method. This involves investigating traditional methods through work-study, unifying the best practices, and developing a standard method to be followed throughout the organization.
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Harmony, Not Discord: Taylor emphasized that there should be complete harmony between the management and the workers, instead of conflict. He called for a Mental Revolution, meaning a complete change in the attitude and thinking of both management and workers. Both should realize their interdependence and work together for the prosperity of the company. Management should share the gains of the company with the workers, and workers should work hard and be willing to embrace change.
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Cooperation, Not Individualism: This principle is an extension of 'Harmony, Not Discord'. It states that there should be complete cooperation between labor and management instead of individualism. Competition should be replaced by cooperation. Management should welcome and reward constructive suggestions from employees, and workers should not go on strikes or make unreasonable demands. Taylor suggested an almost equal division of work and responsibility between workers and management.
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Development of Each and Every Person to His or Her Greatest Efficiency and Prosperity: This principle focuses on the development of workers to their full potential. Taylor advocated for the scientific selection of employees, assigning them work that suits their physical, mental, and intellectual capabilities. After selection, they should be given the required training to learn the 'best method'. Efficient employees would produce more and earn more, ensuring their greatest efficiency and prosperity, which in turn contributes to the prosperity of the company.
Q2Long Answer Type/ Essay Type
Explain the following Principles of management given by Fayol with examples: a. Unity of direction b. Equity c. Espirit de corps d. Order e. Centralisation and decentralisation f. Initiative
Solution
The following principles of management were given by Henri Fayol:
a. Unity of Direction: This principle states that each group of activities having the same objective must have one head and one plan. It ensures that all units of an organization move towards the same objectives through coordinated and focused efforts, leading to unity of action. Example: If a company manufactures both cars and motorcycles, it should have two separate divisions. Each division should have its own in-charge, plans, and resources, and the working of the two divisions should not overlap.
b. Equity: This principle emphasizes kindliness and justice in the behavior of managers towards workers. According to Fayol, managers should be fair and impartial, and there should be no discrimination against anyone on account of gender, religion, caste, or belief. This ensures loyalty and devotion from employees. Example: In a multinational corporation, people of various nationalities work together in a discrimination-free environment where equal opportunities for growth are available to everyone.
c. Esprit de Corps: This principle means 'team spirit'. Fayol stated that management should promote a spirit of unity and harmony among employees. A manager should replace 'I' with 'We' in all conversations with workers to foster teamwork. This builds mutual trust and belongingness and minimizes the need for penalties. Example: A manager who uses phrases like "We have achieved the target" instead of "I have achieved the target" promotes team spirit and boosts employee morale.
d. Order: The principle of order states that there should be a place for everything (everyone) and everything (everyone) in its (her/his) place. It essentially means orderliness in terms of both material and people. If there is a fixed place for all resources and they are available at the right time, it prevents hindrance in activities and leads to increased productivity and efficiency. Example: In a factory, if tools are kept in a specific toolbox and workers are at their designated machines, work can proceed smoothly without wastage of time.
e. Centralisation and Decentralisation: Centralisation refers to the concentration of decision-making authority in a few hands at the top level. Decentralisation refers to its dispersal among more than one person. Fayol suggested that there should be a balance between the two, depending on the circumstances of the company. Large organizations generally have more decentralization than small ones. Example: The policy of giving more powers to Panchayats in India to decide and spend funds for village welfare is an example of decentralization at the national level.
f. Initiative: This principle suggests that workers should be encouraged to develop and carry out their plans for improvements. Initiative means taking the first step with self-motivation. A good company should have an employee suggestion system where initiatives that result in substantial cost or time reduction are rewarded. Example: A company that rewards an employee for suggesting a new, more efficient work process is encouraging initiative.
Q3Long Answer Type/ Essay Type
Explain the technique of 'Functional Foremanship' and the concept of 'Mental Revolution' as enunciated by Taylor.
Solution
Functional Foremanship
Functional Foremanship is a technique of scientific management that extends the principle of division of work and specialization to the shop floor. Taylor advocated for the separation of planning and execution functions. He identified that a single foreman could not possess all the required qualities for effective supervision. Therefore, he proposed a system with eight specialist foremen to supervise a worker.
Under this system, the work is divided between a Planning Incharge and a Production Incharge.
Under the Planning Incharge, there are four personnel:
- Instruction Card Clerk: Drafts instructions for the workers.
- Route Clerk: Specifies the route or sequence of production.
- Time and Cost Clerk: Prepares time and cost sheets.
- Disciplinarian: Ensures discipline is maintained.
Under the Production Incharge, there are four personnel:
- Speed Boss: Responsible for timely and accurate completion of the job.
- Gang Boss: Keeps machines and tools ready for operation.
- Repair Boss: Ensures proper working condition of machines and tools.
- Inspector: Checks the quality of work.
In this system, each worker has to take orders from these eight specialists in their respective functions. This ensures expert supervision in every aspect of the job, leading to increased efficiency.
Mental Revolution
Mental Revolution is the core concept behind Taylor's principles of scientific management, particularly 'Harmony, Not Discord'. It involves a complete change in the attitude of both workers and management towards one another, from competition to cooperation.
Taylor believed that the conflict between management and workers helped neither party. A mental revolution would transform their thinking in the following ways:
- Both management and workers should realize that they require one another for the prosperity of the organization.
- They should shift their focus from quarreling over the distribution of surplus (profits) to working together to increase the size of the surplus.
- Management should share a part of the surplus with the workers.
- Workers should contribute their best efforts so that the company makes profits.
This change in mindset eliminates the need for agitations or strikes and fosters a relationship of mutual trust and understanding. It creates a positive environment where both the employer and the employees prosper together.
Q4Long Answer Type/ Essay Type
Discuss the following techniques of Scientific Work Study: a. Time Study b. Motion Study c. Fatigue Study d. Method Study e. Simplification and standardisation of work
Solution
Work study refers to the scientific analysis of work to improve efficiency. F.W. Taylor developed several techniques under work study, which are as follows:
a. Time Study: This technique is used to determine the standard time required to perform a well-defined job. It involves observing a worker performing a task and measuring the time taken for each element of the task using a time-measuring device like a stopwatch. Several readings are taken to determine the average, or standard, time. The objective of time study is to determine the number of workers to be employed, frame suitable incentive schemes, and calculate labor costs.
b. Motion Study: Motion study is the science of eliminating wastefulness resulting from using unnecessary, ill-directed, and inefficient motions. It involves a close observation of the movements of a worker (like lifting, putting objects, sitting, changing positions) while performing a job. The study aims to identify and eliminate unproductive and unnecessary movements to complete the job more efficiently and in less time. For example, by using motion study, Frank Gilbreth reduced the number of motions in bricklaying from 18 to just 5.
c. Fatigue Study: This study seeks to determine the amount and frequency of rest intervals required in completing a task. A person is bound to feel tired if they work continuously without rest. Rest intervals help them to regain stamina and work with the same capacity, thereby increasing productivity. Fatigue study identifies the causes of fatigue, such as long working hours or bad working conditions, and suggests appropriate rest periods to overcome it.
d. Method Study: The objective of method study is to find out the 'one best way' of doing a job. It involves analyzing all aspects of a job, from the procurement of raw materials to the delivery of the final product. The aim is to devise a method that minimizes the cost of production and maximizes the quality and satisfaction of the customer. Techniques like process charts and operations research are used in method study. Taylor's concept of the assembly line was a result of method study.
e. Standardisation and Simplification of Work:
- Standardisation refers to the process of setting standards for every business activity, be it process, raw material, time, product, or working conditions. These standards act as benchmarks that must be adhered to during production. The objectives include reducing a product to fixed types and sizes, establishing interchangeability of parts, and setting standards of excellence and quality.
- Simplification aims at eliminating superfluous varieties, sizes, and dimensions of products. It focuses on eliminating unnecessary diversity. This results in savings in the cost of labor, machines, and tools, as well as reduced inventories and fuller utilization of equipment.
Q5Long Answer Type/ Essay Type
Discuss the differences between the contributions of Taylor and Fayol.
Solution
While both Henri Fayol and F.W. Taylor made immense contributions to management thought and are considered complementary, there are several key differences in their approaches and focus. The differences can be discussed on the following basis:
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Perspective:
- Fayol: His perspective was that of top-level management. He developed a general theory of administration and focused on the functions and principles of management applicable to the entire organization.
- Taylor: His perspective was from the shop floor level of a factory. He concentrated on increasing the efficiency and productivity of workers.
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Unity of Command:
- Fayol: He was a staunch proponent of the principle of unity of command, stating that a subordinate should receive orders from only one superior.
- Taylor: He did not feel this was important at the shop floor level. His technique of 'Functional Foremanship' violated this principle, as a worker had to receive orders from eight specialist foremen.
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Applicability:
- Fayol: His principles are considered universally applicable to all types of organizations (business, government, etc.).
- Taylor: His techniques and principles are more applicable to specialized situations, primarily in production and manufacturing organizations.
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Basis of Formation:
- Fayol: His principles were derived from his personal experience as a managing director.
- Taylor: His principles and techniques were formed through scientific observations and experimentation (work-study).
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Focus:
- Fayol: His main focus was on improving overall administration and managerial efficiency.
- Taylor: His primary focus was on increasing the productivity of labor and eliminating wastage.
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Personality:
- Fayol: He is known as the 'Father of General Management' and was a practitioner who developed a theory from his experience.
- Taylor: He is known as the 'Father of Scientific Management' and was a scientist who brought scientific methods into management.
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Expression:
- Fayol: His contribution is expressed as the 'General Theory of Administration'.
- Taylor: His contribution is known as 'Scientific Management'.
Despite these differences, their work is complementary. Fayol's principles focus on improving managerial efficiency, while Taylor's techniques focus on improving worker efficiency, and both are essential for a successful organization.
Q6Long Answer Type/ Essay Type
Discuss the relevance of Taylor and Fayol's contribution in the contemporary business environment.
Solution
The contributions of F.W. Taylor and Henri Fayol, though developed during the classical era of management, remain highly relevant in the contemporary business environment. Their foundational ideas have been adapted and continue to influence modern management practices.
Relevance of Taylor's Contribution:
Taylor's focus on finding the 'one best way' to perform a task laid the groundwork for modern efficiency-focused techniques. His scientific approach to work has evolved but its essence persists:
- Assembly Line Production: The concept of breaking down a job into simple, standardized tasks, which Taylor pioneered, was famously used by Ford Motors and is a staple in mass manufacturing today.
- Modern Efficiency Techniques: Taylor's ideas are the precursor to many modern techniques like Lean Manufacturing, which focuses on eliminating waste, and Kaizen (continuous improvement). The emphasis on data-driven decision making is a cornerstone of philosophies like Six Sigma.
- Operations Research (OR): The scientific approach to solving operational problems, a core tenet of Taylorism, led to the development of OR, which uses quantitative techniques to optimize processes.
- Employee Selection and Training: The principle of scientifically selecting and training employees for specific tasks is a fundamental practice in modern Human Resource Management.
Relevance of Fayol's Contribution:
Fayol's 14 principles of management provided a framework for administrative theory that is still taught and applied, albeit with new interpretations to fit the modern context.
- Foundation of Management Functions: Fayol was the first to identify the core functions of management (Plan, Organize, Command, Coordinate, Control), which form the basis of modern management theory.
- Adaptation of Principles: While the principles remain, their application has evolved. For example:
- Authority and Responsibility: This now translates to 'employee empowerment' in modern flat organizations, where employees are given the authority to make decisions relevant to their tasks.
- Scalar Chain: While formal hierarchies exist, modern communication is less rigid, with flatter structures and tools that allow for faster, more direct communication, akin to an expanded use of the 'gang plank'.
- Division of Work: This principle is visible in the modern trend of companies specializing in their 'core competency' and outsourcing non-core activities to other specialized firms.
- Equity and Esprit de Corps: These principles are more critical than ever in managing diverse, global workforces. They form the basis of modern corporate culture that emphasizes teamwork, fairness, and inclusivity.
In conclusion, both Taylor and Fayol provided the building blocks for modern management. Taylor's scientific, data-driven approach to optimizing work and Fayol's holistic framework for managing an organization continue to guide managers in navigating the complexities of the contemporary business world.
Q7Long Answer Type/ Essay Type
'Bhasin' limited was engaged in the business of food processing and selling its products under a popular brand. Lately the business was expanding due to good quality and reasonable prices. Also with more people working the market for processed food was increasing. New players were also coming to cash in on the new trend. In order to keep its market share in the short run the company directed its existing workforce to work overtime. But this resulted in many problems. Due to increased pressure of work the efficiency of the workers declined. Sometimes the subordinates had to work for more than one superior resulting in declining efficiency. The divisions that were previously working on one product were also made to work on two or more products. This resulted in a lot of overlapping and wastage. The workers were becoming indisciplined. The spirit of teamwork, which had characterized the company, previously was beginning to wane. Workers were feeling cheated and initiative was declining. The quality of the products was beginning to decline and market share was on the verge of decrease. Actually the company had implemented changes without creating the required infrastructure. a. Identify the Principles of Management (out of 14 given by Henry Fayol) that were being violated by the company. b. Explain these principles in brief. c. What steps should the company management take in relation to the above principles to restore the company to its past glory?
Solution
a. Identification of Violated Principles:
The following principles of management given by Henri Fayol were being violated by 'Bhasin' Limited:
- Unity of Command: Violated when subordinates had to work for more than one superior.
- Unity of Direction: Violated when divisions working on one product were made to work on two or more products, leading to a lack of a single plan for each product line.
- Division of Work: The increased pressure and overlapping of work suggest that tasks were not properly divided according to specialization.
- Discipline: Violated as workers were becoming indisciplined.
- Order: Violated as the situation resulted in a lot of overlapping and wastage, indicating a lack of orderliness.
- Esprit de Corps: Violated as the spirit of teamwork was beginning to wane.
- Initiative: Violated as the initiative of the workers was declining.
b. Explanation of Violated Principles:
- Unity of Command: States that an employee should receive orders from only one superior to avoid confusion and conflict.
- Unity of Direction: States that each group of activities with the same objective must have one head and one plan to ensure coordinated efforts.
- Division of Work: Advocates for dividing work into small, specialized tasks to be performed by trained specialists, leading to increased efficiency.
- Discipline: Refers to obedience to organizational rules and employment agreements, which is necessary for the smooth functioning of the organization.
- Order: Means there should be a place for everything and everyone, and they should be in their designated place to avoid hindrance and wastage.
- Esprit de Corps: Emphasizes building team spirit, unity, and harmony among employees.
- Initiative: Suggests that workers should be encouraged to develop and carry out their plans for improvement.
c. Steps to Restore the Company:
The company management should take the following steps to restore the company to its past glory:
- Re-establish Unity of Command: Ensure that each employee reports to and receives instructions from only one manager to eliminate confusion and improve efficiency.
- Implement Unity of Direction: The company should create separate divisions for different products. Each division should have its own head, its own plan, and its own resources to prevent overlapping of activities.
- Apply Division of Work: The workload should be divided into smaller, manageable tasks and assigned to employees based on their skills and capabilities. This will reduce pressure and increase specialization.
- Reinforce Discipline: Management should establish clear rules and regulations and apply them judiciously. Fair agreements should be made with employees to restore a sense of order and discipline.
- Promote Esprit de Corps: Management should take active steps to rebuild team spirit. This can be done through better communication, team-building activities, and by replacing 'I' with 'We' to foster a sense of mutual trust.
- Encourage Initiative: An employee suggestion system should be introduced to encourage workers to give ideas. Good suggestions should be rewarded to make employees feel valued and motivated.
Q8Long Answer Type/ Essay Type
(Further information related to the above question 6) The management of company Bhasin Limited now realised its folly. In order to rectify the situation it appointed a management consultant -Mukti Consultants - to recommend a restructure plan to bring the company back on the rails. Mukti Consultants undertook a study of the production process at the plant of the company Bhasin Limited and recommended the following changes - The company should introduce scientific management with regard to production. Production Planning including routing, scheduling, dispatching and feedback should be implemented. In order to separate planning from operational management 'Functional foremanship' should be introduced. 'Work study' should be undertaken to optimise the use of resources. 'Standardisation' of all activities should be implemented to increase efficiency and accountability. To motivate the workers 'Differential Piece Rate System' should be implemented. (The above changes should be introduced apart from the steps recommended as an answer to Part c - case problem 6 above.) It was expected that the changes will bring about a radical transformation in the working of the company and it will regain its pristine glory. a. Do you think that introduction of scientific management as recommended by M consultants will result in intended outcome? b. What precautions should the company undertake to implement the changes? c. Give your answer with regard to each technique separately as enunciated in points 1 through 6 in the case problem.
Solution
a. Likelihood of Intended Outcome:
Yes, the introduction of scientific management as recommended by Mukti Consultants is highly likely to result in the intended outcome. The problems faced by Bhasin Limited, such as declining efficiency, wastage, and lack of discipline, are precisely the issues that scientific management aims to solve. By replacing the ad-hoc approach with a systematic, scientific one, the company can optimize its production processes, reduce costs, improve quality, and motivate workers, thereby helping it regain its market share and glory.
b. Precautions for Implementation:
The most critical precaution the company must undertake is to bring about a Mental Revolution. This means fostering a change in the attitude of both management and workers from confrontation to cooperation. Other precautions include:
- Taking Workers into Confidence: Changes should be explained to the workers to prevent resistance. They should be assured that the changes are for the mutual benefit of both the company and themselves.
- Providing Training: Workers must be properly trained to work with new standardized methods and tools.
- Fair Standards: All standards (time, work, quality) must be set scientifically and should be fair and achievable.
- Sharing Gains: Management should be prepared to share the gains from increased productivity with the workers in the form of higher wages or bonuses.
c. Considerations for Each Technique:
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Production Planning: The company must ensure that the planning (routing, scheduling) is realistic and based on the actual capacity of the plant. A feedback mechanism is crucial to make necessary adjustments.
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Functional Foremanship: To avoid confusion and a violation of the 'Unity of Command' principle, the roles and responsibilities of each of the eight foremen must be clearly defined. Workers need to be educated on whom to approach for specific issues (e.g., quality, speed, machine repair).
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Work Study: The studies (Time, Motion, Fatigue, Method) must be conducted transparently and scientifically. The objective should be to establish the 'one best way' and fair standards, not just to pressure workers into working faster. The amount and frequency of rest intervals determined by the fatigue study must be implemented.
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Standardisation: The company should standardize everything from raw materials and tools to working conditions and processes. This will ensure consistency in quality and improve efficiency. However, standards should be periodically reviewed and updated.
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Differential Piece Rate System: The standard output per worker must be determined through a fair time study. The two wage rates (for efficient and inefficient workers) should be set carefully. The difference must be significant enough to motivate workers to improve their performance but not so drastic that it demoralizes those who are unable to meet the standard.
Q1Short Answer Type
How is the Principle of 'Unity of Command' useful to management? Explain briefly.
Solution
The principle of 'Unity of Command' is highly useful to management as it ensures clarity and prevents confusion in the organization. It states that every employee should receive orders from and be responsible to only one superior. This avoids dual subordination, which can undermine authority, jeopardize discipline, disturb order, and threaten stability. By following this principle, management can ensure that tasks are carried out smoothly without conflicting instructions, leading to a more effective and orderly working environment.
Q2Short Answer Type
Define scientific management. State any three of its principles.
Solution
Scientific management, as defined by F.W. Taylor, means knowing exactly what you want men to do and seeing that they do it in the best and cheapest way. It emphasizes replacing the 'rule of thumb' approach with methods based on scientific study and analysis of work.
Three principles of scientific management are:
- Science, not Rule of Thumb: This principle advocates for developing one best method to perform a task through scientific study and analysis, rather than relying on intuition or traditional methods.
- Harmony, Not Discord: It emphasizes complete harmony and understanding between management and workers. Taylor called for a 'Mental Revolution' where both parties transform their thinking and realize that their interests are aligned.
- Cooperation, Not Individualism: This is an extension of the previous principle. It calls for complete cooperation between labor and management, replacing competition. Management should encourage and reward constructive suggestions from workers, and workers should avoid strikes and unreasonable demands.
Q3Short Answer Type
If an organisation does not provide the right place for physical and human resources in an organisation, which principle is violated? What are the consequences of it?
Solution
If an organization does not provide the right place for physical and human resources, the principle of 'Order' given by Henri Fayol is violated. This principle states that there should be 'a place for everything (everyone) and everything (everyone) in its (her/his) place'.
The consequences of violating this principle are significant. It leads to hindrance in the activities of the business. When materials and tools are not in their designated place, it results in wasted time and effort in locating them. Similarly, if the right person is not in the right job, it leads to inefficiency. Overall, the absence of orderliness results in reduced productivity and efficiency.
Q4Short Answer Type
Explain any four points regarding significance of principles of management.
Solution
The significance of principles of management can be explained by the following four points:
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Providing managers with useful insights into reality: Management principles provide managers with valuable insights into real-world situations. Adherence to these principles enhances their knowledge, ability, and understanding, enabling them to learn from past mistakes and solve recurring problems quickly, thereby increasing managerial efficiency.
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Optimum utilisation of resources and effective administration: Principles help managers to foresee the cause-and-effect relationships of their decisions. This helps in minimizing wastage associated with a trial-and-error approach and allows for the optimum use of both human and material resources, ensuring maximum benefit with minimum cost.
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Scientific decisions: Management principles encourage a logical and objective approach to decision-making. Decisions based on principles are thoughtful, based on facts, and free from personal bias and prejudice, which is essential for effective management.
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Meeting changing environment requirements: Although principles are general guidelines, they are flexible and can be modified to meet the changing requirements of the dynamic business environment. For example, the principle of division of work has been extended to companies specializing in their core competencies and outsourcing non-core activities to adapt to modern business trends.
Q5Short Answer Type
Explain the principle of 'Scalar Chain' and gang plank.
Solution
The principle of Scalar Chain refers to the formal line of authority and communication that runs from the highest to the lowest ranks in an organization. According to Henri Fayol, this chain must be followed systematically by all managers and subordinates for official communication. For example, if a subordinate 'E' needs to communicate with another subordinate 'O' at the same level but in a different line of authority, the communication must travel up the hierarchy from 'E' to the common superior 'A' and then down to 'O'.
The Gang Plank is an exception to the principle of Scalar Chain. It is a shorter route of communication that allows two employees at the same level of authority, but in different departments, to communicate directly with each other in case of an emergency. This is done to avoid delays in communication that would be caused by following the long scalar chain. However, the immediate superiors of the communicating employees should be kept informed about the matter.
Q6Short Answer Type
A production manager at top level in a reputed corporate, Mr. Rathore holds the responsibility for ordering raw material for the firm. While deciding on the supplier for the financial year 2017-18, he gave the order to his cousin at a higher price per unit instead of the firm's usual supplier who was willing to lower the rates for the order. Which principle of management was violated by Mr. Rathore? What are the positive impacts of following the above identified principle?
Solution
The principle of management violated by Mr. Rathore is the Subordination of Individual Interest to General Interest.
This principle, given by Henri Fayol, states that the interests of the organization as a whole should take priority over the interests of any one individual employee. In this case, Mr. Rathore prioritized his personal interest (benefitting his cousin) over the general interest of the company (procuring raw materials at a lower cost).
The positive impacts of following this principle are:
- Achievement of Organizational Goals: It ensures that decisions are made in the best interest of the company, which helps in achieving its objectives without hindrance.
- Builds Trust and Raises Manager's Stature: When a manager sets an example by not misusing their power for personal benefit, it raises their stature in the eyes of the employees and builds a relationship of trust.
- Ensures Equity: It promotes a sense of fairness, as the interests of all stakeholders (owners, employees, customers) are considered more important than the interest of any single individual.
Q1Very Short Answer Type
What makes principles of management flexible?
Solution
Principles of management are flexible because they are general guidelines and not rigid prescriptions. They deal with human behavior and can be modified by the manager to fit the demands of a particular situation. This allows managers enough discretion to adapt them to dynamic business environments.
Q2Very Short Answer Type
State the main objective of time study.
Solution
The main objective of time study is to determine the standard time taken to perform a well-defined job. This information is then used to determine the number of workers to be employed, frame suitable incentive schemes, and determine labor costs.
Q3Very Short Answer Type
Name the principle that is an extension of the 'harmony, not discord'.
Solution
The principle of 'Cooperation, Not Individualism' is an extension of the principle of 'Harmony, Not Discord'.
Q4Very Short Answer Type
State any two causes of fatigue that may create hindrance in the employee's performance.
Solution
Two causes of fatigue that may create a hindrance in an employee's performance are:
- Long working hours without adequate rest intervals.
- Having uncordial relations with the boss or bad working conditions.
Q5Very Short Answer Type
SanakLal and Gagan started their career in Wales Limited (a printing press) after going through a rigorous recruitment process. Since they had no prior work experience, the firm decided to give them one year to prove themselves. Name the principle of management followed by Wales Limited.
Solution
The principle of management followed by Wales Limited is 'Stability of Personnel'. This principle suggests that employee turnover should be minimized, and employees should be given a minimum fixed tenure and reasonable time to show results, which creates a sense of security and stability.
Q6Very Short Answer Type
Which technique is used by Taylor for distinguishing efficient and inefficient workers?
Solution
Taylor used the 'Differential Piece Wage System' technique to distinguish between efficient and inefficient workers. Under this system, different rates of wage payment are set for workers who perform above the standard and for those who perform below the standard, thereby rewarding the efficient workers.