Amity Campus

Uttar Pradesh
India 201303

ASSIGNMENTS
PROGRAM: MFC
SEMESTER-IV
Subject Name
:Management in Action-Social, Economic & Ethical
issues
Study COUNTRY
: Botswana
Roll Number (Reg.No.) : MFC001112014-20160175
Student Name
: Mpho Peloewetse Tau
INSTRUCTIONS
a Students are required to submit all three assignment sets.
ASSIGNMENT
Assignment A
Assignment B
Assignment C

DETAILS

MARK
S
Five Subjective Questions
10
Three Subjective Questions + Case Study 10
Objective or one line Questions
10

b
c
d
e

Total weightage given to these assignments is 30%. OR 30 Marks

All assignments are to be completed as typed in word/pdf.
All questions are required to be attempted.
All the three assignments are to be completed by due dates and need to be
submitted for evaluation by Amity University.
f The students have to attached a scan signature in the form.

Signature :
Date
:

_________________________________
_________________________________

( ) Tick mark in front of the assignments submitted

Assignment
A

Assignment B

Assignment C

Management in Action-Social,
Economic & Ethical issues
Assignment A
1. What do you understand by consulting process? Discuss phases of
consultancy
Answer:
During a typical consulting intervention, the consultant and the client
undertake a set of activities required for achieving the desired purposes and
changes. These activities are normally known as the consulting process.
This process has a clear beginning (the relationship is established and work
starts) and end (the consultant departs). Between these two points the process
can be subdivided into several phases, which helps both the consultant and
the client to be systematic and methodical, proceeding from phase to phase,
and from operation to operation.
Entry - In the entry phase the consultant starts working with a client. This
phaseincludes their first contacts, discussions on what the client would like to
achieve or change in his or her organisation and how the consultant might
help, theclarification of their respective roles, the preparation of an
assignment planbased on preliminary problem analysis, and the negotiation
and agreement of aconsulting contract.
Diagnosis - The second phase is an in-depth diagnosis of the problem to be
solved. Duringthis phase the consultant and the client cooperate in
identifying the sort ofchange required, defining in detail the purposes to be
achieved by theassignment, and assessing the clients performance,
resources, needs and79perspectives. Is the fundamental change problem
technological, organizational, informational, psychological or other? If it has
all these dimensions, which is the crucial one?
Action planning - The third phase aims at finding the solution to the
problem. It includes work onone or several alternative solutions, the
evaluation of alternatives, theelaboration of a plan for implementing changes
and the presentation ofproposals to the client for decision.

Implementation - Implementation, the fourth phase of the consulting process,

provides an acid testfor the relevance and feasibility of the proposals
developed by the consultant incollaboration with the client. The changes
proposed start turning into reality.
Termination - The fifth and final phase in the consulting process includes
several activities.The consultants performance during the assignment, the
approach taken, thechanges made and the results achieved have to be
evaluated by both the clientand the consulting firm. Final reports are
presented and discussed. Mutualcommitments are settled.
2. Discuss Management Objectives, Goals and Functions of Manager
Answer:
management by objectives - a process wherebythe superior and subordinate
managers of an organization jointly identify its common goals, define each
individual's major areas of responsibility in term of results expected of him
and use these measures as guides for operating theunit and assessing the
contribution of each of its members.
Management by Results or Goal - is based on the assumption that
involvement leads tocommitment and if an employee participates in goal
setting as well as settingstandards for measurement of performance towards
that goal, then the employeewill be motivated to perform better and in a
mariner that directlycontributes tothe achievement of organisational
objectives.
Functions of a manager - make sure that the subordinates are providedwith
necessary tools and materials to effectively achieve their goals.The managers
are required to establish measurable targets and standards ofperformance
and priorities for these targets.There should be periodic reviews ofprogress
between manager and the subordinates.
3. Discuss Geert Hofstede Cultural Model, Elaborate Power Distance with
examples
Answer:
Hofstede's cultural dimensions model is a framework for crosscultural communication, developed by Geert Hofstede. It describes the effects
of a society's culture on the values of its members, and how these values
relate to behavior, using a structure derived from factoranalysis.The model is
based on the idea that value can be placed upon six cultural dimensions.
These are power (equality versus inequality), collectivism (versus
individualism), uncertainty avoidance (versus uncertainty tolerance),

masculinity (versus femininity), temporal orientation, and indulgence (versus

restraint).
Power distance refers to the acceptance of the idea by employees that in an
organisation people will have different levels of power. In a high-distance
culture, boss is supreme and s/he along can make decisions. Others cannot
question but simply follow orders and instructions. In a low-power distance
culture, employees accept the boss as long as s/he is right. Norway, Germany,
Ireland, Denmark, New Zealand, Austria, and U.S. represent cultures with
low-power distance. Brazil, Mexico, Indonesia, Spain, France, Japan, India,
and Singapore are examples of societies with a high power distance. Japan
and India are known for their high level of power distance. In India, power
distance is operated not through the managerial hierarchy but also through
the social system of segmentation and stratification. Power distance explains
why there is a great interest in the study of leadership in India and Japan.
4. Write short note on
a. Pros and Cons of charging fee on hourly basis
Answer:
Pros:
Its normal. Clients who have hired consultants in the past expect to pay
by the hour.
You get to charge whenever youre on the phone, in a meeting, or tapping
on your keyboard or mouse.
You can take days off or work half days without getting into murky
discussions like you might with, e.g., weekly billing contracts.
Cons:
Youre penalized for your experience. If youre 2x faster than a more
junior person, youre billing half the time they are.
Clients tend to like to comb through invoices, and arent usually happy to
see non valuable entries.
For sizable projects, it becomes very tricky to accurately gauge a realistic
hourly estimate.
You need to be vigilant in how you track time, lest you undercharge.
b. Outsourcing management services
Answer:
Two organizations may enter into a contractual agreement involving
an exchange of services and payments. Outsourcing is said to help firms to

perform well in their core competencies and mitigate shortage of skill or

expertise in the areas where they want to outsource.Companies primarily
outsource to reduce certain costs such as peripheral or "non-core"
business expenses,[high taxes, high energy costs, excessive government
regulation/mandates, production and/or labor costs.
5. What is power? Explain the various sources of power giving suitable
example
Answer:
Power refers to a capacity that A has to influence the behaviour of B so that
Bdoes something her or she would not otherwise do. This definition implies
(1)apotential that need not be actualized to be effective, (2) a dependence,
relationship, and (3) that B has some discretion over his or her own
behaviour.
The coercive power base is defined by French and Raven as being dependent
onfear. One reacts to this power out of fear of the negative results that might
occurif one had failed to comply. It rests on the application, or the threat of
application, of physical sanctions such as the infliction of pain, the
generation offrustration through restriction of movement, or the controlling
by force of basicphysiological or safety needs.
The opposite of coercive power is reward power. People comply with
thewishes or directives of another because doing so produces positive
benefits;therefore, one who can distribute rewards that others view as
valuable will have power over them.
Legitimate power - In formal groups and organizations, probably the most
frequent access to one ormore of the power bases is ones structural position.
This is called legitimatepower. It represents the power a person receives as a
result of his or herposition in the formal hierarchy of an organization.
Expert power is influence wielded as a result of expertise, special skill,
orknowledge. Expertise has become one of the most powerful sources of
influenceas the work has become more technologically oriented.
Referent power - The last category of influence that French and Raven
identified was referentpower. Its base is identification with a person who has

desirable resources orpersonal traits. If I admire and identify with you, you
can exercise power overme because I want to please you.
Assignment B
Based on Enablers and drivers of the Indian economy, make SWOT analysis
Given below is the profile of Indian Retail industry.

Retail is the biggest industry in the world with sales of $7.2 trillion.
Every 10th billionaire in the world is a retailer
25 of the top 50 Fortune 500 companies are retail
Retail generated a shareholder return of 18%
In fact, warren buffet in one of his addresses to the shareholders mentioned
that not investing in Wal-Mart a $8 billion mistake!!
In India however retail industry is in infancy inspite of enormous potential.
Given below is the current status of Retail in India.

Answer:
Strength

Major contributor to GDP

High Growth Rate
Indian consumers have high disposable incomes, which translates into
high consumption level
Weakness

Highly unorganized
Shortage of talented professionals
Low productivity compared to international players
Opportunities

Increasing awareness of consumers about products and services

Innovation for new product development

 Retail sector in rural India is almost untouched, presenting tremendous

opportunity
Global retail giants see India as a key market
Threats

Rigid government policies and regulations restrict the entry of new

players
Price competition among retailers puts downward pressure on margins
Economic slowdown is having an adverse effect on consumer spending

Assignment C
MULTIPLE CHOICE QUESTIONS
Q.1 Some key economic factors that marketers need to consider in view of
planning for international marketing are:
a. interest rates, inflation and employment levels per capital
b. economic growth, GDP per capita and GNP, balance of trade
c. levels of literacy and demographics
d. A and B only

Q2. AnalystsusingPorter's Five Forces model would see which of

the following as substitutes for tourist flights to Western Europe offered by
airlines such as BA or Air France?
a) Flights provided by Lufthansa and Aer Lingus.
b) Flights offered by low cost airlines such as Ryanair and EasyJet.
c) Travel on the Eurostar.
d) Video-conferencing facilities

Q3. According to Porter, suppliers are more able to exercise bargaining

power over buyers when:
a) The supply industry is dominated by a few large firms.
b) The supply industry is populated by a large number of small firms.
c) When buyers have the ability to take over suppliers.
d) There are few buyers in the market.

Q4. Which of the following statements best describes Corporate Social

Responsibility?
a) A corporation's requirement to make as much profit as possible.
b) A corporation's obligation to society that goes beyond the requirements of
the law and economics to take into account the social and environmental
impact of its decisions.
c) A corporation's obligation to consider the impact of its decisions on the
environment.

d) The duty of care a corporation has to its employees and customers.

Q5. A stakeholder can best be defined as:

a) The network of people who come into contact with a business.
b) All the organisations that work with a business.
c) All the suppliers, customers and employees of a business.
d) Any individual, group, or organisation that is affected by or can affect the
activities of a business.

Q6. An analysis of the external environment enables a firm to identify:

a) Strengths and opportunities
b) Strengths and weaknesses
c) Weaknesses and threats
d) Opportunities and threats
Q7. According to Hofstede, national cultures such as Singapore, Hong Kong, and
Denmark, in which people are more accepting of innovative ideas and eccentric or
deviant behavior, are which of the following?
a) High in uncertainty avoidance
b) Low in uncertainty avoidance
c) More masculine
d) High power distance
Q8. Which of the dimensions Hofstede used to define differences between
national cultures refers to the degree to which members of a culture are expected
to act independently of other members?
a) Individualism
b) Power distance
c) Masculinity
d) Uncertainty avoidance
Q9. The most important aspect of power is that it:
a. Is necessary for goal achievement
b. Is a function of dependency.

c. Is the major focus of leadership

d. Tends to corrupt people.
c. Is counterproductive
Q.10 Expert power refers to influence that derives from:
a. Position
b. Special skills or knowledge
c. Politics
d. Educational institutions
e. Status
Q11. What is the opposite of coercive power?
a. Expert power
b. Reward power
c. Information power
d. Legitimate power
e. Referent power
Q12. According to Cadbury (2002), corporate governance is an issue of power and:
a) Rights
b) Accountability
c) Profit
d) Appropriability
Q13. The view that sees profit maximization as the main objective is known as:
a) Shareholder theory
b) Principal-agent problem
c) Stakeholder theory
d) Corporation theory
Q14. Who is the most famous exponent of shareholder theory?
a) Michael Porter

b) Adam Smith
c) Milton Friedman
d) Peter Drucker
Q15. Where an organization takes into account the effect its strategic decisions
have on society, this is known as:
a) Corporate governance
b) Business policy
c) Business ethics
d) Corporate social responsibility
Q16. Executive pay in the UK was reviewed by:
a) The Greenbury Committee
b) The Hampel Committee
c) The Cadbury Committee
d) The Higgs Committee

Q17. The slowest way to grow a business is likely to be through:

a) A merger
b) outsourcing
c) Internal development
d) A strategic alliance
Q18. Which of the following is not one of Drucker's seven tasks for managers?
a. Manage by objectives
b. Take strategic decisions
c. Take operational decisions
d. Build integrated teams
e. Communicate quickly and clearly
Q19. Whose approach to management is known as 'scientific management'?
a. Taylor
b. Mayo

c. Drucker
d. McGregor
e. Herzberg
20. A successful Consultant will:
A) Be sensitive to the external and organisational contexts of
change.
B) Understand the overall required strategy.
C) Apply an appropriate style of managing change.
D) All of the above.
21. Political processes in managing change may involve:
A) The Board of Directors.
B) Senior managers
C) Employees.
D) All stakeholders
22. _______________ power is based on the influencers ability to punish the
influence for not meeting the requirements:
a. Referent
b. Coercive
c. Expert
23. ________________ refers to the ability of individuals or groups to influence
the beliefs or actions of other individuals or groups
a. Discipline
b. Power
c. Responsibility
24. Which of the following powers stems form the positions place in a managerial
hierarchy and the authority vested in the position.
a. Legitimate power
b. Reward power
c. Expert power

25. Management is :
a. An Art
b. A Science
c. Both
26. Which of the following determines a persons ethical or unethical behaviour?
a. Values
b. Procedures
c. Rules
27. Which level of Managers is involved in the development of plans?
a. Top Level managers
b. Middle Level Managers
c. All the above
28. Which management approach can be classified as scientific, administrative and
bureaucratic approach
a. Classical
b. Neo-classical
c. Modern
29. Which of the following statements is most correct regarding outsourcing?
a. Outsourcing is a "new" idea when it comes to cash management.
b. "Reducing and controlling operating costs" generally ranks low when it
comes to reasons why outsourcing end users turn to outsourcing.
c. While outsourcing is widely applied in the area of "collections," it is much
less applicable to the area of "disbursements."
d. Essential, but noncore areas of business are candidates for
outsourcing.
30. Which of the following is false about ethics and modern management?
a. Modern managers will feel growing pressure to behave ethically
b There are clear standards for judging ethical and unethical behavior
c Questions of ethics surround many management decisions
d Managers often navigate a moral maze in their decision-making
processes

31. The McKinsey 7-S Framework was employed by Peters and Waterman to
help them understand what made their 43 excellent companies worthy of the
accolade. The huge sales of their book "In Search of Excellence" have resulted
in the Framework being widely known and instantly recognisable.
Which statement below is true?
a. The Framework has no theoretical underpinnings at all. It is simply an ad hoc
collection of interesting characteristics of organisations culled from McKinsey
partners and a bunch of smart people. The proof of its arbitrariness is the exclusion
of GE from the line-up and the fall from grace of one third of the 'excellent'
companies within five years.
b. The 7-S Framework has stood the test of time. The process was
fundamentally sound, based on common sense, instinct and the views of
unconventional people. The eight themes are as relevant today as they were in
1982
c. The Framework is only applicable to large North American multinationals that
formed the basis of the study, and in any case is now obsolete since so much has
changed in the world of business since publication in 1982.
d. There are many competing explanations of why some companies succeed and
others don't that have been advanced by academics and consulting companies.
Peters and Waterman have done a better job at marketing their ideas.
32. Economic growth can be measured by:
a) The CPI
b) The CBI
c) GDP
d) MPC
33. In a recession, GDP:
a) Grows negatively
b) Grows slowly
c) Grows by 0%
d) Grows rapidly

34. Economic growth can be seen by an outward shift of:

a) The Production Possibility Frontier
b) The Gross Domestic Barrier
c) The Marginal Consumption Frontier
d) The Minimum Efficient Scale
35. When an economy first begins to grow more slowly:
a) GDP increases
b) Inflation is likely to increase
c) Stock levels are likely to increase
d) Investment in equipment is likely to increase
36. The report writer should always remember that people have expectations
about what information they will find and where it will be. It is unusual for
final reports to have a section with:
a. recommendation.
b. research costs.
c. appendices.
d. method.
e. Executive summary

37. Recommendations should be based on:

a. assumptions
b. findings.

38. Dissatisfied stakeholders may behave in which of the following ways?

A) Demonstrate loyalty to the organisation

B) Leave the organisation

C) Seek to change things in the organisation
D) Answers A and B
E) Answers B and C

39. Internal stakeholders of a company exercise their power via

which of the following?
a. Their position within the company
b. Their control of resources
c. Their personal influence
d. Their knowledge and skills
e. All of the above

40. To business organisations, the term 'stakeholder' means which of the

following?
a. All those parties which the company does business with
b. All those interested in working for the company
c. All those who have an interest in the company
d. Board of Directors of the company
e. Shareholders of the company