Advertisements
Advertisements
प्रश्न
Neeraj Gupta started a company 'YoYo Ltd'. with ten employees, to assemble economical
computers for the Indian rural market. The company did very well in its initial years. As the product was good and marketed well, the demand went up. To increase production the company decided to recruit additional employees. Neeraj Gupta, who was earlier taking all decisions for the company, had to selectively disperse the authority. He believed that people are competent, capable and resourceful and can assume responsibility for effective implementation of their decisions. This paid off and the company was not only able to increase its production but also expanded its product range with different features
a. Identify the concept used by Neeraj Gupta through which he was able to steer his company to greater heights.
b. Also, explain any three points of importance of this concept.
Advertisements
उत्तर
a. The concept used by Neeraj Gupta through which he was able to steer his company to greater heights is decentralisation
Quotation for decentralisation: Neeraj Gupta, who was earlier taking all decisions for the company, had to selectively disperse the authority.
b. Importance of decentralisation:
- Initiative: Decentralisation provides managers with the freedom and authority to take their own decisions. In this way, it gives them opportunities to take initiatives. This helps managers to develop self-confidence.
- Managerial Competence: Decentralisation provides personnel with the opportunity to gain new experience and develop their skills. This helps in improving their competence. In this way, it helps in the development of future managers who can take greater responsibilities.
- Control: With decentralisation, the performance of various departments can be evaluated in a better manner. The contribution of each department towards the overall objectives can be easily analysed
APPEARS IN
संबंधित प्रश्न
What is meant by 'Decentralization'?
Samir Gupta started a telecommunication company, 'Donira Ltd' to manufacture economical mobile phones for the Indian rural market with 15 employees. The company did very well in its initial years. As the product was good and marketed well, the demand of its products went up. To increase production the company decided to recruit additional employees. Samir Gupta, who was earlier taking all decisions for the company had to selectively disperse the authority. He believed that subordinates are competent, capable and resourceful and can assume responsibility for effective implementation of their decisions. This paid off and the company was not only able to increase its production but also expanded its product range.
1) Identify the concept used by Samir Gupta through which he was able to steer his company to greater heights.
2) Also, explain any three points of importance of this concept.
The production manager asked the foreman to achieve a target production of 200 units per day, but he doesn’t give him the authority to requisition tools and materials from the stores department. Can the production manager blame the foreman if he is not able to achieve the desired target? Give reasons.
Distinguish Between Centralisation and Decentralisation.
An organisation is ______ when decision making authority is retained by higher management levels.
An IT company currently employing 5,000 people, plans to expand its business through diversification. It aims to become a global leader. To achieve this goal, it has started shifting to a decentralised management system from a centralized one. Thus, ______ function of management is being performed by the company to become a decentralised company.
Who defined decentralisation as a systematic effort to delegate to the lowest level all authority except that which can be exercised at central points?
Decentralisation is typically found in which organisations?
What degree of centralisation and decentralisation does every organisation use?
How does decentralisation develop managerial talent?
How does decentralisation relieve top management?
Which tools can be used for performance evaluation at each level under decentralisation?
What may happen without checks in a decentralised organisation?
Decentralisation must be balanced with centralisation for which decisions?
Each smaller company in J&J is focused on what?
Which experience builds future managers under decentralisation?
Decentralisation frees top management for which work?
