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Spring/ February 2012
Master of Business Administration- MBA Semester 4
MU0015 —Compensation Benefits – 4 Credits
(Book ID:1336)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.What are the factors to be taken into account to ensure an optimum compensation package for executives?
Ans. There are a lot of factors to be taken into account to ensure an optimum compensation package for executives. In this section, some of the important criteria are elaborated.
Strategy criterion

This refers to the correlation between the organizational strategy and the performance of its executives. The difficult work is to come out with a model which balances between organizational strategies and employee performance. One of the biggest expenses for an organization could be the rising cost of employee compensation. On the other side, it cannot be neglected because the employee’s performance is directly related to compensation. Therefore, some of the important steps to be taken into account are
Creating incentives based on the product life cycle.
Relating compensation to organizational strategies.
Following a simple compensation strategy.

Role criterion

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Hierarchical positions and organizational roles have a contributing effect on executive compensation design. Executives act as figureheads, and hence they should be compensated more than others in the lower rungs. However, organizations are now experimenting with structures to respond to the changing environment. It may be essential at times to sacrifice the traditional hierarchical structure. In such cases, executive compensation may not be aligned with the figurehead roles. Sometimes the pay is based on functional aspects and not on the role or position. For example, pilots are not paid a high compensation package for their position, but for their functional aspects. Therefore, the roles and responsibilities of the job is an important aspect in deciding the executive compensation.

Behavior criterion

The actions and the processes followed by executives while performing their jobs reveal their behaviour. This criterion is associated with the monitoring mechanism, and executives usually try and do a subjective analysis of the business decisions. Hence executive compensation based on behaviour criterion is quite sensible. However, executive behaviour is difficult to measure and all the aspects of the observed behaviour cannot be expected to meet a specific outcome. Hence, behaviour criterion has not received much attention from the corporate world.

Size
There is a general opinion that the size of an organization plays the most influencing role while designing executive compensation, while on the contrary, it is not. It is the performance of the organisation which is the most important criterion which influences executive pay package.

Market

The marginal productivity theory of Roberts (1956) argues that a market forces, that is, supply and demand for executive talent determine executive pay. This theory considers the services of executives like any other input for running a business operation. The theory argues that the value of the input (executive compensation) is determined by the intersection of supply and demand in the labor market.

Peer compensation

The social comparison theory (O’Reilly et al. 1988) assumes that the compensation of selected peers plays a role in designing executive pay. Often board members of an organization consider themselves as a referral point in their executive pay recommendations

Q2.How is employee benefit and labor market linked?

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Q3.What are the factors that have to be determined before preparing the salary structure?
Q4.Describe Mintzberg 5 P’s of strategy
Q5.How does compensation effect employee satisfaction?
Q6.Ms.Deepa Mehra is the VP-HR of Induslink Network. She is assigned the task of finding a new CEO for the company and fixing the compensation. What are the trends that she will have to look into before finalizing the compensation package for the CEO?

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Spring/ February 2012
Master of Business Administration- MBA Semester 4
MU0015 —Compensation Benefits – 4 Credits
(Book ID:1336)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.What is CTC? What are the components of CTC?

Ans. Cost to Company is the amount that you cost your company. That is the amount that the company directly or indirectly spends on you because of employing you.
Components of CTC:
Following are the components of
i. Basic
ii. Dearness Allowance (DA)
iii. House Rent Allowance (HRA)
iv. Medical Allowance
v. Conveyance Allowance
vi. Special Allowance
vii. Vehicle Allowance
viii. Incentives or bonuses
ix. Leave Travel Allowance or Concession (LTA / LTC)
x. Telephone / Mobile Phone Allowance.

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Q2.What are the elements of compensation?
3.Define internal equity and explain its importance.
Q4.What are the major issues related to repatriation?
Q5.Describe flexible workforce in detail.

Q6.Mr.Senthil is the HR Manager of First Source Pvt. Ltd. He found that many of the employees have been doing the same work for a long period of time. He decided to enrich some of their jobs. List some of the strategies which can be used by Mr.Senthil to enrich jobs in organisations.

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Spring / February 2012
Master of Business Administration- MBA Semester 4
MU0016 —Performance Management and Appraisal- 4 Credits
(Book ID: B1337)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.State the four essential components of 360 degree appraisal.

The 360 degree appraisal works on four essential components:

Self appraisal: Self appraisal gives a chance to the employee to compare his/her abilities, limitations, success with others and judge ones own performance. Self evaluation is an essential part of 360 degree appraisals and therefore contribution of employees to 360 degree performance systems is large and also has a powerful effect on attitude and performance. It provides a “360- degree evaluation” of the employees performance and is measured to be one of the most realistic performance appraisal methods.

Superior appraisal: Superiors appraisal outlines the traditional thought of performance appraisal, where the employees tasks and actual presentation is rated by the superior. This form of assessment involves the evaluation of individuals by supervisors on pre-determined parameters in an employees performance record, as well as the evaluation of team and work scenario by senior managers.
The superiors (supervisors and senior managers) have the authority to change and modify an employees or a teams work on the basis of the assessment of the individual and the team.
Subordinate appraisal: Subordinates feedback involves the evaluation of an individual on
parameters like communication and convincing abilities, superiors ability to assign the work, team leading qualities and so on.

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Subordinate appraisal: Subordinate appraisal is most advantageous when developmental needs are considered. It can also be used in the evaluation of record sheets, but measures should be taken to make sure that subordinates are appraising parameters of which they have knowledge. The subordinates feedback is effective, mainly in evaluating the supervisors interpersonal skills. However, it may not be as proper or convincing for measuring task-oriented skills.

Peer appraisal: Peers usually have an exclusive point of view on a colleagues job performance and individuals are generally very friendly to the idea of rating each other. Peer ratings are considered when the individuals capability is known or the result of the performance can be computed. There are both considerable assistance and serious consequences that must be cautiously considered before including this type of feedback in an all-round appraisal program.

Taken as an effective developmental tool and conducted periodically, a 360 degree application can prove to be highly useful in keeping the track of alterations in others perceptions about the employees. A 360 degree appraisal is generally more appropriate at the managerial level, as it helps in evaluating their leadership and supervision styles. This method is being successfully used around the globe for improving performance. Some of the companies that have been successfully following
360 degree appraisals are TCS, Microsoft and Wipro Technologies.

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Q2.State the components of a performance management system.
Q3.Explain the traditional methods of performance appraisal in detail.
Q4.What are the aims of performance management?
Q5.What are the major errors that may occur during performance evaluation?

Q6.Mr.Samuel D’Costa is the HR executive at Evergreen Solutions Pvt.Ltd. He found that the performance of the marketing team has been decreasing over the past four months. Suggest measures that he can take up to improve the team performance of the marketing team.

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Master of Business Administration- MBA Semester 4
MU0016 —Performance Management and Appraisal- 4 Credits
(Book ID: B1337)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.Explain the ‘Plan-Do-Review-Revise’ cycle of performance management.
Ans.
The Plan-Do-Review-Revise cycle takes place over different time scales and at many levels. Examples for many levels and different time scales would be a community, corporate, service, team,
individual, and so on.

Review

Do Revise

Plan

The stages of Plan-Do-Review-Revise cycle depend on whether you are in an organisation and over what time-scale you are looking at. Following are the stages in the cycle:

Plan: This stage:
o U

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nderstands the current performance.
o Prioritises the work needs to be done.
o Identifies actions that need to be taken.
o Plans for improvement.

Do: This stage:
o Ensures that the proper systems and processes are in place to support improvement.
o Takes action and manages risk.
o Helps people to achieve better performance.

Review: This stage:
o Understands the impact of your actions.
o Reviews performance.
o Speaks to users and stakeholders about their experience.
o Gets a better picture of varying circumstances.

Revise: This stage:
o Uses the lessons learned from review.
o Changes the future plans.
o Ensures that the future action is more appropriate, effective, and efficient.

Q2.What are the features of a Performance management framework?

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Q3.Explain the two psychosomatic approaches of the reward system within an organisation.
Q4.Explain career planning in detail.
Q5.What are the steps to be followed while building an ethical organisational culture?
Q6.The HR department of a software company reviewed the performance of the employees. The HR Manager wants to provide feedback of the performance review to the employees. Describe the factors that have to be looked into while providing performance review feedback.

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Spring / February 2012
Master of Business Administration- MBA Semester 4
MU0017 —Talent Management – 4 Credits
(Book ID: B1338)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.State some of the practical steps that can be taken to improve the talent acquisition.
Ans.
As customers continue to request services that offer more value than simply HR administrative
relief, more time is spent on evaluating and stepping up to deliver —strategic human capital management (HCM).
To help us understand more of what actually matters to operating managers, we undertook a study of HCM practices in small, high-performing companies in key growth sectors such as technology,
financial services, and professional services. The goal was to build some actual data sets around both HCM practices and outcomes in small high performing companies nationwide, including what
worked and didn’t work to maximize their corporate performance. There were 700 companies in the study population with an average wage of $102,000, and an average workforce size of 18.1
employees.
The results found that several relatively easy-to-implement human capital best practices are often not being followed–and they’re precisely the ones that can make a significant impact on a
company’s performance, even at an early stage of growth and development. These practices fall
under the categories of Risk Management, Talent Acquisition, Performance Management, and
Compensation and Benefits.
It goes without saying that each of these areas merits its own discussion. But for now, let’s look
closely at T

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alent Acquisition.
It should come as no surprise that hiring practices can create or destroy value. A single bad hire can cost between $60-120,000, and 10-15% of the employee base (of the companies in our study)
turned due to avoidable hiring errors. That’s two employees a year in a 20 employee company. Not
exactly the kind of track record you want if you’re a nimble firm intent on developing a product and getting to market in record time.
On the flip side, a great hire is worth 3-7 times a mediocre one in terms of efficiency, productivity, and ROI brought back to the company.
But when we looked at our research data, we realized that key executives often didn’t change their
tactics even when the bad numbers started rolling in. Rather than implement a consistent hiring process based on proven best practices, they appeared to be chalking up their problems to current
market conditions.
Conversely, the companies with successful hiring practices did, in fact, have both a hiring strategy and a process in place. They spent more time defining the job description in advance, considered a
broader range of recruitment options to source candidates, and gave their hiring managers more
training than average.
The bottom line? Process matters. It can make a substantial impact upon your hiring costs, and have an even bigger impact by increasing the overall quality of people coming into the organization.
Here, then, are the three effective hiring strategies small and medium-sized businesses can
implement right now:
o Take the time to define a position’s requirements carefully before recruiting
o Use a broad based sourcing strategy to identify candidates across multiple sources
o Train hiring managers and monitor completion of defined steps in a company hiring process

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Establishing a process in regards to Talent Acquisition is one of the aspects of Human Capital
Management

Q2.The talent selection consists of five selection processes. List them.

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Q3.What are the retention strategies adopted by organisations?
Q4.What are the four major keys involved in promotion of ethical behaviour in the workplace?
Q5.What are the steps to be followed while doing an assessment of an organisation?
Q6.Explain the methods adopted to control recruitment and hiring process.

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Spring / February 2012
Master of Business Administration- MBA Semester 4
MU0017 —Talent Management – 4 Credits
(Book ID: B1338)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.Describe the five stage approach for building a competency model.
Ans.
The development of competency models depends on the goals and objectives of the organisation,
and the business that the organisation is in.

In a broader sense the competencies are categorised into two types:
1) Core competency.
2) Role specific competency.

The core competencies are those that are required by all employees. For example, initiative and drive might be a core competency for each employee in the organisation.
The key stakeholders are particularly invited to take part in brainstorming sessions while performing a competency modelling for an organisation. Typically the human resources
department take the step to define competencies. The strategic marketing team and the delivery team provide inputs on the competencies and on the gaps they experience during project execution respectively that would provide the organisation a competitive edge. The brainstorming and debate
session helps in enlightening the competencies that the stakeholders perceive to be important.

The five stage approach for building a competency model is as follows:

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a) Assemble the focus team and create a list of processes:
The first stage in building a Leadership Competency Model is to assemble a Focus Team composed of a cross-functional mix of first-line leaders, middle leaders, and senior leaders. Big organisations
might want to build different competency models for the upper and lower line of leadership. These
individuals are Expert Practitioners who are the best people in their fields. With the help of interviews, surveys, observations and other activities, a list is created of the major processes and the requirements needed by leaders to carry them out in an correct fashion.
It needs to be ensured that any observations or interviews are performed on Expert Practitioners. Competencies depend on what an expert does to get his or her job done but not on what others
think.

b) Build behavioural indicators for each process:
This is the second stage where in the major behavioural indicators for each competency are identified by the members of the HR team that needs to be performed to produce the desired
outputs. The behavioural indicators (Skills, Knowledge, Attitudes) needed for greater performance
must be listed after going through each competency.

These behavioural indicators must be:
o Future-oriented rather than problem-oriented as they are creating a powerful tool to guide the organisation.
o A component of a strategic planning or organisational planning process model. The best results are often achieved when built in along with other processes.
c) Categorise the data:
In this stage, categorisation of data takes place. The competency of leadership is divided into three classes which are Core, Leadership, and Professional.
The core competencies are essential of all the people within the organisation.
The leadership competencies are meant for managers and supervisors. And the professional competencies are position specific. Be careful when building professional competencies for leaders.
Leaders from different field often bring new perspective and originality to the organisations. It has
to be ensured that the selected behavioural indicators are really the required skills, knowledge, or attitudes.
[1]For example, the late Seattle School Superintendent, John Stanford, was one of the best things that happened to the district; yet he was a former Army General and City Manager without
experience or education in educational institutions. It would have been a great loss for the district if the professional competency list for his job had been so stringent, that he would never have got the
job.

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d) Order each category:
This stage is used to order each category. The team gives numbers to each competency in its order of magnitude for each category. One process for doing this is to categorise each competency on a Post-it note and then observing each category at a time. After which the competencies are arranged from the most significant competency to the least significant. Finally, it is required to find out if any of the competencies at the bottom of each category can be discarded. The cause behind all this is that the team might have listed too many competencies to be easily measured. Later, this will help them determine a convenient number for a cut-off point. At this point, it is fine for having too many competencies listed. The correct number will be determined during the field testing of the performance appraisal.

e) Validate the competency model:
This stage validates the competency model by order of importance. There are a number of ways of performing this:

 Duplication: reproduce the original research results. This is done by getting another sample of higher performers, conducting interviews, and deriving a competency model. This new model is then compared to the original one.

 Jury: Independent jury members, having expert knowledge, deliver their best professional judgment on the model. They must include both internal and external experts. This group presents their opinion of the model as part of a professional report.

 Survey: A survey is conducted for a selected number of individuals throughout the company and they are asked to number each competency by its order of importance. They are also required to add their own competencies. The competencies should not be listed by the
order ranked by the Competency Team as too many respondents might go with the team instead of thinking for themselves.

 Departmental focus group: A collective ranking is done as by each department or a representative of departments. The advantage is that more people are involved simultaneously and giving less information to collect. This means that each member of the department contributes and each department submits in one survey of their collected
results. The disadvantages are the assistance given to each department and the time involved in bringing each department together as a group.

 Structured interviews/observation: Interviews and observations are performed randomly with a number of leaders throughout the organisation. This is used to determine their competencies and to get their opinions of which ones to select for the execution of their job.

 Benchmarking: Comparing the results of the organisation with another best-of-class organisation.

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 Balanced scorecard: The competencies required to accomplish the desired organisational goals throughout the organisation are identified by the Expert Practitioners. For example, the scorecard might measure organisational performance across a number of perspectives, such as financial, customers, internal business processes, and learning and growth. This process works best for the higher ranks of leaders. Its objective is to rank performance on several indicators that measure the ability for long term growth, rather than short term financial success.

 Customer service standards: The only competencies measured here are those that help meet required customer service standards. It is used in organisations where performance- oriented budgets are adjusted for service standards, not line items.

 Interviews: Investigates the attributes of the superior and average performers through the use of critical behaviour interactions. In these interviews, individuals describe their work experiences in which they were effective and ineffective.

The investigation produces two types of competencies:

 The minimum competencies applied to both average and superior.
 The major competencies applied only to superior performers.

The employees rate the competencies in terms of their importance for superior job performance. Their responses are then used to develop a record that contains the “best estimate” characteristics of superior performers.

Q2.What is the importance of talent management?
Q3.What are the top 10 talent management challenges faced by an HR?
Q4.List the key elements of talent management system.
Q5.India as nation stands out for it entrepreneurial and well educated talent base. Justify.
Q6.What is the role of an HR in talent management?

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Spring /February 2012
Master of Business Administration- MBA Semester 4
MU0018 —Change Management – 4 Credits
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.

Q1.Explain the Greiner’s Growth Model of organizational growth in detail.
Ans.
Greiner’s Growth Model describes various phases that organizations go through as they grow. All
kinds of organizations from design shops to manufacturers, construction companies to professional service firms experience these phases. Each growth phase is made up of a period of stable growth that is followed by a “crisis” when there is a need for major organizational change if the company wants to continue growing.

Crisis here means positive turning point or transition. Originally, Larry E. Greiner proposed this model in 1972 with five phases of growth. Later on he added a sixth phase [12](Harvard Business Review, May 1998). All the six growth phases are described below:

Phase 1: Growth through creativity
Here, the entrepreneurs who have founded the firm will be busy in creating products and opening up markets. There wont be many staff, so informal communication is allowed. Rewards for long hours are through profit share or stock options. However, as more staffs join, production expands and capital is provided then there will be a need for formal communication.
The leadership crisis As the company grows, new systems will be in demand such as manufacturing, accounting, personnel, etc. The founders usually are not experts who manage this new set of systems and cant motivate new employees. This is called Leadership Crisis and phase one ends with this crisis. At this time the company might bring the management that can manage in this new environment or may struggle as founders and try to maintain the old guard.

Phase 2: Growth through direction
This phase is characterized by the following: Functional organization structure.
Accounting systems. Formal and impersonal communication. Concentrate on directing the new, top managers. Growth continues in an environment that has formal communications, budgets and that focus on separate activities like marketing and production. As a financial reward, incentive schemes replace stock.

However, the situation arises where the products and processes become abundant and there wont be enough hours in the day for one person to manage them all. It is not possible for that one person to know much about all these products or services as that of people in the lower hierarchy.
Autonomy crisis
As the company grows further, centralized management becomes inappropriate. Lower level managers gain better knowledge of the marketplace but wont be able to react quickly. The second revolution comes from a demand for greater independence.
By this, the solution to the first phase becomes the crisis for the second phase. The solution to this crisis is to push decision-making responsibility to lower levels. Managers who fail to do this will see their companies being passed by quicker organizations.

Phase 3: Growth through delegation
This phase is characterized by the following: More responsibility in the place and field marketing managers Use of profit sharing and bonuses for incentives Managing of exclusion by top managers Activating management through acquisitions Infrequent communication from the top With middle-level managers given freedom to react fast to opportunities for new products in markets, the organization continues to grow. The top level management just monitors and deals with the big issues like looking at merger or acquisition opportunities. Many businesses struggle at this stage because the managers whose directive approach solved the problems at the end of Phase one finds it difficult to give the responsibility for middle managers. Even then the middle-level managers struggle with their new roles as leaders.

Control crisis Field operations will be broadened and inefficiencies come into the system. Top management loses power over planning, money, technology, and manpower. Narrow-mindedness in field operations symbolize this new revolution. Management must solve it by adopting and implementing special coordination techniques.

Phase 4: Growth through coordination and monitoring
This phase is characterized by the following: Merging of decentralized units into product groups. Establishing and reviewing formal planning procedures.
Hiring staff at headquarters to initiate company-wide programs. Reviewing and distributing capital expenditures across the organization.
Measuring field operations through the criteria of Return-on-Capital. Centralizing technical functions such as data processing.

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Using stock options and profit sharing to encourage identity with the firm. Growth continues with the previously isolated business units re-organized into product groups or service practices. Investment finance is owed centrally and managed according to Return on Investment (ROI) and not just profits.
Red tape crisis A lack of confidence starts between the line and the staff, and between the headquarters and the field. Systems begin to survive their usefulness and field managers begin to dislike formalized control by staff managers who do not understand the local markets. Staff personnel dislike the uncooperative line managers. The organization becomes unmanageable and everyone starts disliking the bureaucratic system that has evolved. A new crisis will come into being.

Phase 5: Growth through collaboration This phase is characterized by the following: Focusing on solving problems through team action. Forming teams for various departments. Reducing and reassigning headquarters staff to teams that consult field units. Developing a matrix organization structure.
Simplifying and combining formal systems. Holding conferences for key managers frequently. Utilizing educational programs to train managers. Using real-time information systems in decision making. Equipping with economic rewards for team performance.

Encouraging experiments in new practices. Growth crisis Here, Greiner guesses about the solution to this new crisis that comes from employees who turn saturated emotionally. They become exhausted both emotionally and physically by the intensity of teamwork and the heavy pressure for innovative solutions. He illustrates this with a European company that created a structure that allowed employees to include a reflective period in their daily activities.

Phase 6: Growth through extra-organizational solutions
Greiner’s added this sixth phase recently and it suggests that growth may continue through merger, outsourcing, networks and other solutions involving other companies.
Growth rates vary between and even within phases. The duration of each phase depends totally on the rate of growth of the market in which the organization operates. The longer a phase lasts, the harder it will be to implement a transition.
This is one of the useful models but not all businesses go through these crises in this order.

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Q2.Explain any two Process based change models.
.
Q3.Describe in detail transformation through McKinsey’s plan.

Q4.What are the skills and ability required for the role of change agent?

Q5.Describe managing change during turbulent times and setting clear expectations.

Q6.What are the five disciplines associated with the organisational learning?

 
Spring /February 2012
Master of Business Administration- MBA Semester 4
MU0018 —Change Management – 4 Credits
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.

Q1.What are the three dimensions of organisational structure?
Ans.
According to Robins, organisational structure has three dimensions.

a) Formalisation
Formalisation refers to the degree to which the activities, policies, measures, instructions are carried out and how they are defined, mentioned, and standardised in an organisation. The degree of formalisation is higher when compared with the degree of division of labour, the degree of departmentalisation, the degree of span of control, and the level of delegation of authority.
Some of the benefits of formalisation are as follows:
Formalisation cuts-down the irregularity in the organisation as the activities are standardised.
Formalisation increases coordination as the activities are distinct and specified which ultimately leads to an effective coordination between the managers and the employees.
Formalisation reduces the operation cost of the organisation.
Formalisation reduces conflicts and uncertainties as most of the activities are standardised.
Though formalisation is beneficial, it is not away from criticisms. Some of its criticisms are as follows:
As most of the activities are standardised, there is no scope for creativity and flexibility.
It is difficult to change the rules that are followed in the organisation.
If any new rules are formed and implemented, employees struggle a lot to cope up with it.
Though formalisation has certain limitations, it is used in many organizations as it effects in smooth and effective running of organizations. Also, it builds good relationship and efficiency within the organisation.

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b) Centralisation
Centralisation refers to the degree to which decision-making is given importance in the organisation. Centralisation is one among the fourteen principles stated by [2]Henry Fayol. His principle says Diminishing the role of subordinates in decision-making is centralisation and decentralisation is the opposite of centralisation. In centralisation, control and decision-making are made by the top level of management but they have less power. It is impractical to have absolute centralisation as it would deprive subordinates based on power, authority and duties. The concept of centralisation plays a major role in the survival of small organizations as they face competition in the market.

Importance is given to decentralisation only when there is larger organisation as decision making has to be placed in the centre of the operating level. It is because of the complexity of industries in terms of size, interdependence of work flow, complex tasks and physical barriers within and among
groups. Decentralisation pushes down the authority and power of decision-making to the lower levels in the organisation. However, it is a systematic effort to hand over power and authority to the lowest levels. The concept of decentralisation can also be related to fundamental principles of democratic management as every individual gets justified admiration for their worth.
c) Complexity
Complexity is
Q2.Describe the role of leaders in managing change.

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Q3.What are the challenges that managers face in implementing successful change?
Q4.What are the requirements for making organisational change?
Q5.How do change managers recognize resistance of employees to change?
Q6.Change management plays an important role in any organisation, as the task of managing change is not an easy one. Justify.

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