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प्रश्न
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.
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उत्तर
Not at all. The production manager did not give him the authority to requisition tools and materials so he should not held the foreman responsible for not achieving the desired target. There should be a balance between authority and responsibility. If he had given the authority, then the foreman must have the responsibility to achieve the set target.
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संबंधित प्रश्न
Harsh started a company ‘Tiny-Toys Ltd.’ to manufacture economical toys for the Indian rural market, with 20 employees. The company did very well in its initial years. As the products were good and marketed well, the demand of its products went up. To increase the production the company decided to recruit additional employees. Harsh 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 with different features.
a. Identify the concept used by Harsh through which he was able to steer his company to greater heights.
b. Also, explain any three points of the importance of this concept.
Decentralisation is extending delegation to the lowest level. Comment.
Define 'Decentralisation'.
Centralisation refers to ____________.
Centralisation refers to :-
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.
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.
Concentration of decision making functions at the apex of management hierarchy is called ______.
Who stated that everything which goes to increase the importance of a subordinate’s role is decentralisation?
What degree of centralisation and decentralisation does every organisation use?
As organisations become larger, they tend towards what?
How does decentralisation develop managerial talent?
What may happen without checks in a decentralised organisation?
Each smaller company in J&J is focused on what?
What result is achieved by J&J's decentralised structure?
Which experience builds future managers under decentralisation?
Why must decentralisation be balanced carefully?
