CENTRAL INSTITUTE OF PLASTICS ENGINEERING & TECHNOLOGY
Question Bank
2 MARK ---QUESTION
COURSE : DPT
SEMESTER : IV
SUBJECT : INDUSTRIAL MANAGEMENT & ENTERPRENEURSHIP
Q1. What is Production or Industrial Management?
Ans. Production Management is a branch of general management which is concerned with production activities. It can also be defined as ‘Production Management deals with decision-making related to production process so that the resulting goods or services are produced according to specifications in amounts and by the schedules demanded and at a minimum cost’.
Q2. Describe the importance of Scientific Management.
Ans. Scientific management may be defined as “Art of knowing exactly what is to be done and the best way to doing it.” This is simply a systematic approach in solving operation problem. In short “Scientific management is the application of scientific principles and methods to management.” In scientific management, the best, method of doing a job is scientifically though out, the employees are scientifically selected and trained to perform the job and an efficient speed is scientifically determined by considering the following facts:
* Recognize the problem, analyze and defined objectives.
* Collect and analyze and defined objectives.
* Select alternatives, if possible
* Evaluate and review each alternative.
* Test conclusion and if required correct actions.
* Take selected actions, and
* Formulate and test principles based on experimental results of all cases.
Q3. What are abilities required from managers?
Ans. Concept developed by Fayol in General and Industrial Management are identified into following six activities. Managers must have ability to perform these activities well so as to give good results. I. Managerial. Managerial activity means to follow management functions like, planning, organizing, co- ordinating and controlling etc.
II. Technical. Technical know-how, and production work.
III. Commercial. Buying, selling and exchange functions.
IV. Financial. Utilization of capital in an optimum way.
V. Security. Property and interests of the organization must be secured.
VI. Accounting. To keep accounts properly so as to determine financial position of the organization
Q4. Describe principles of management.
Ans. Fayol, the founder of the movement for better organization, in 1916 gave the following principles of management:
I. Division of work. It promotes efficiency, because it permits the work to be executed in limited space or area. Division of work permits all the work to be performed more effectively.
II. Authority and Responsibility. Authority and Responsibility always go together. Authority means “right to act, decide and command”. Hence whenever a task is assigned to a manager, he must be given sufficient powers (i.e., authority) to exercise control to achieve the task Responsibility is the obligations of a subordinate for the performance of any job allotted by the superior.
III. Discipline. It means obedience, application, energy and respect. There are many examples that poor performance is due to the lack of these four mentioned factors of discipline.
IV. Unity of Command. A subordinate should take orders from only one superior. If not, then according to Fayol authority is undetermined “discipline is in jeopardy, orders disturbed, and stability threatened”.
V. Unity of Direction. According to Fayol, each management objective should have only one plan.
VI. Subordinate of Individual Interest to General Interest. This means that the interest of the organization is much before the interests of individual.
VII. Remuneration of Personnel. Payment to workers should be fair, and some proper methods should be adopted.
VIII. Centralization. According to this principle, there should be one central point in the organization which have power to control overall work.
IX. Equality. Kindness and justice on the part of management to create loyalty and devotion among employees.
X. Stability. Efficiency can be achieved by having stable workforce.
XI. Initiative. To have success, plans should be made well before starting the actual work.
Q5. Describe the term Organizing. Explain the procedure for Organizing.
Ans. In order to organize a business, it is necessary to provide everything essential for its functioning, like raw material, tools, equipment, required type of personnel, power etc. Organizing is an important function of management by which it combines the human power with other resource to give desired output. Organizing includes formation of structure of authority and responsibility among the people to achieve the objectives of the organization. Organizing is (i) the identification and classification of required activities, (ii) the grouping of activities necessary to attain objectives, (iii), the assignment of each grouping to a manager with the authority necessary to supervise it, and (iv) the provision for coordination horizontally and vertically in the organization structure. organizing is the process, by which individuals, groups and facilities are combined in a formal structure of tasks and authority.Phases of organizing are:
1. Develop a classical hierarchical organization structure based on the traditional methods of departmentation. The departments can be based on functions, products, territory (zonal), by process or by project.
2. Start with total company objectives and develop a hierarchy or network of systems required. This\ is done by considering span of control, chain of command, unity of command. Determine the work activities, job description, organize people into groups and assign them to supervisors, establish objectives, and determine standards of performance.
3. Matrix is developed by involving experts. Analysis of decision and information requirements must also be decided during this process.
4. Organizing will be complete only after we introduce the behavioral, decision, and information concepts in the system.
Q 6: Define the following : (a) Small scale industry. (b) Ancillary industry. (c) Cottage industry.
Ans Definitions
(1) ‘'Smallscale industry'' is an industry, investment of which in plant and machinery does not exceed Rs
60 lakhs (Rs. 75 lakhs in case of ancillary industrial units) in plants and machinery, irrespective of the number of persons employed. Generally, these industries employ 10 to 50 persons.
(2) Ancillary industries'' are those small scale industries which are engaged in: The manufacture of parts, components, sub-assemblies and tooling etc. for supply against known or anticipated demand of one or more large industries.
(3) ''Cottage Industries'' according to Fiscal Commission, are the industries which are run by the . members of the family either for full time or for part time.
Q7. Explain the term organization structure.
Ans. As we know that an organization is a large group of persons united to achieve any task. It may also be defined as pooling of human and physical resources on order to achieve predetermined goals and objectives. Organization structure deals with overall organizational arrangements in an enterprise. The classical hierarchical organization structure is the most influential structure rationale of the modern corporation. While designing an organizational structure, different factors considered are specialization of work (departmentation), span of control, chain of command, authority delegation (authority is delegated down the hierarchy), other principles of organization as discussed earlier for a particular type of industry. While preparing the structure, it is first drawn roughly considering different aspects and then attempted to weld various systems into a unified concept. This designed structure is refined until it takes final shape for implementation.
Ques 8: - Define human resource management?
Ans: Human resource management system is concerned primarily with the five basic sub-systems, namely: recruiting, placement, training, compensation (pay, fringe benefits etc.), and maintenance. Human Resource Management, as against these traditional functions should be considered a total system that interacts with the other major systems of the organization: purchasing, production, finance, marketing etc. The primary object of the human resource management program is to be served these
major systems. Forecasting and planning the personnel needs of the organization, maintaining an adequate and satisfactory workforce and controlling the personnel policies and programmed of the organization are the major responsibilities of the human resource management, and hence shall be discussed in detail in this chapter.
In addition to different functions, in recent years, following additional responsibilities are also expected from modern resource management system:
* Equal employment opportunity
* Occupational safety and health.
* Employment retirement income
* Upliftment of affected classes, a
social responsibility.
Ques9: - What is manpower planning? What are the requirements of manpower planning?
Ans: - To achieve maximum production at lower cost and at desired quality, right man, at right place, at right job and at right time must be put. This is what is called scientific assessment of manpower planning. This reduces idle hours, cost of production and helps to step up the morale of employees. It also develops co-operation and team spirit among each other’s. Man-power planning may be defined as the scientific process of allocating the right quantity of right men to be required in future at right time on the right job. “Vetter” has defined manpower planning as, “the process by which management determines how the organization should move from its current manpower position to its desired manpower position. Though planning, managements strikes to have the right number and the right kind of people at the right places, at the right time, doing things which result in both the organization and the individual receiving maximum long run benefits.”
It deals with calculations of manpower requirements in future considering various factors such as internal and external economies, social and political pressures, organization policy, availability and suitability of the manpower requirements etc.
Objectives of Manpower Planning
1. To ensure optimum use of human resources.
2. To forecast future requirements.
3. To ensure that necessary human resources are available as and when required.
4. To link manpower planning with organizational planning.
5. To determine recruitment levels.
6. To determine optimum training levels.
7. To provide a basis for management development programs.
8. To anticipate redundancies.
Q10. Define the term staffing.
Ans. Managerial function of staffing may be defined as filling and keeping filled the position in the organisation structure. This is done by identifying requirement of workforce, recruitment, selection, placement, promotion, training and development so that they can accomplish their tasks effectively and efficiently.
The main function of staffing comprises those activities which are essential to manage and keep the person in position created by the organisation structure. It also determines the manpower requirement each post and laying down their qualitative requirements (qualifications, experience, age, etc.) for various job and to carry out requirements, selection and training of the people to perform these jobs efficiently.
Thus, staffing function of management refers to the to the following:
* Recruitment.
* Training and retraining.
* Motivating the people, in order to introduce self-control.
* To place right person in right position.
* To promote deserving persons on vacant posts.
* Develop persons for the better prospects of the individual as well as of the organisation.
Q11. What is motivation? Define it.
Ans. As management is an art of taking work from another person’s, hence for taking proper work from the persons, to create interest in them for the work and to maintain that interest and instigate them for development is in reality “motivation”. “Instigation” is an element on which organizations whole performance depends. Work ability and
desire to work are separate elements. It is possible that the person may have the work ability, but he may not have the desire to accomplish the work and, in this way, he cannot accomplish the work so nicely as expected from him. Motivation is a psychological aspect which has relation with, mental state and brain.
Motivation is desired from the word “instigation”. Some instigation element is necessary to accomplish a job and the object of instigation for the accomplishment of the job is called “motivation”. As put forth by “Brech”, motivation is a general inspiration process which gets the members of the team to do their task effectively, to give their loyalty to the group, to carry out properly the task they have accepted and generally to play an effectively part in the job that the group has undertaken.
According to “Michael j. Jucius”: - “Motivation is act of stimulating someone or oneself to get a desired course of action, to push the right button to get desired action”. As mentioned by “Dalton E. McFarland”. - “The concept of motivation is mainly psychological. It relates to those forces operating within the individual employee or subordinate which impels him to act or not to act in certain ways”.
Q12. What are incentives? In what way the promotion policies act as motivators?
Ans. Incentives of two kinds:
* Financial incentives.
* Non-financial incentives.
(i.) Financial Incentives.
In the light of need hierarchy concept, in case of persons operations at the lower level, when the physiological needs are not fully satisfied, money can be very powerful motivator of human conduct. It is necessary to have an adequate compensation programs that will attract and retain key people of superior caliber in the organization. Such a program would also stimulate such persons to improve their performance. Monetary compensation can be used to reward significant achievement made by them. Some people suggest that besides compensation in monetary rewards geared directly to as employee’s performance, fringe benefits including bonus motivate an employee.
(ii). Non-Financial Incentives.
Money is not the only motivator of human behavior in terms of need hierarchy it can help to satisfy only the “physiology” needs of the person. The psychological need for “safety or security” can be satisfied by the psychological climate or environment of the workplace. The employee should be made to feel that owner has achieved something through his contributions. Such a feeling of achievement can motivate him to extra effort. Still, achievement should be followed by recognition. Human beings want others to know of their accomplishments.
Some of the important non-financial incentives are:
* Providing responsibility through job enlargement.
* Providing participation.
* Creating a sense of achievement.
* Providing recognition for accomplishment.
* Offering inducement of promotion and growth as a result of effective performance.
Q 13. Discuss the various methods of payment.
Ans. Various methods of remunerating labor are:
1. Time or Day Rate System.
2. Straight Piece Work Rate System.
3. Combination of Time Rate and Piece Rate System.
4. Incentives.
5. Profit Sharing System.
6. High Wage Plan.
Q14. What is meant by Non- Financial incentives? Name few Non- financial incentives schemes.
Ans. The financial and non- financial type of incentives are complementary and must go together if satisfactory results are desired. The financial incentives must be supported by the non- financial incentives, since only cash wages cannot help in solving the problem of industrial productivity. In order to create interest in a worker for greater and better output, non- financial incentives must also be enforced, and worker will also enjoy richer and fuller life.
Some of the chief non- financial incentives are: -
1. Personal interest and pride in work to be created in workmen.
2. Fair and sympathetic treatment with workers.
3. Opportunity for quick promotions.
4. Opportunity for technical training in other technical organizations as well as abroad.
5. Security of employment and hopes for reward.
6. Perfect confidence in the management.
7. Provisions of canteens, where cheap, wholesome and balanced food is available to workers.
8. Provisions of children welfare, maternity and other medical aid etc.
Q15. What is the principle of Job- Evaluation?
Ans. Principles of Job Evaluation
Mr. A.L. Kress an authority in job evaluation underlines the following principles:
1. Rate the job not man. Job requirements are definite and fixed. The man fixed selected for doing the job may have some plus or minus points as regard to job, thus the payment should be made accordingly.
2. While doing ratings, the elements selected should be minimum, but should cover the requirements of jobs.
3. The success in job rating is totally dependent upon the uniformity of understanding with regard to definitions assigned to each element and on the consistency in the selection of the degrees of those elements.
4. The job rating plan must be easily understandable, so that there may not be any difficulty to understand the plan by workers or supervisors.
5. Foremen or supervisors must be asked to participate in the rating plan.
6. Employees must be allowed to discuss the job rating plan.
7. While discussing with supervisors and workers consider the points only, not the money aspect of plan.
8. Too many occupational wages should not be established.
Q16. Describe quality circles? What are its objectives.
Ans. Conceptually Quality Circles can be described as a small group of employees of the same work
area, doing similar work, that meets voluntarily and regularly to identify, analyze and resolve work related problems. The small group with every member of the circle participating to the full, carries on the activities, utilizing problem solving techniques to achieve control or improvement in the work area and also help self and mutual development in the process.
The concept of Quality Circle is based on “respect for the human individual” as against the traditional assumptions based on suspicion and mistrust between management and its employees. Quality Circles built mutual trust and create greater understanding between the management and the workers. Cooperation and not confrontation are the key element in its operation. Quality Circles aims at building people, developing them, arousing genuine interest and dedication to their work to improve quality, productivity, cost reduction.
Objectives.
a) To improve quality, productivity, safety and cost reduction.
b) To give chance to the employees to use their wisdom and creativity.
c) To encourage team spirit, cohesive culture among different levels and sections of the employees.
d) To improve self and mutual development including leadership quality.
e) To fulfill the self-esteem and motivational needs of employees.
f) To improve the quality of work-life of employees.
Q17. Write a short note on a Brain Storming?
Ans. Brain Storming - It is a technique for stimulating a group of people to come with ideas on a specific topic and collectively seek the solution of a problem. Brain storming be used – It can be used I all fields, whether the subject is at one’s home or work area A group of people meet and generate ideas. The session may be used to identify, analyses and solve the problems.
(I) A group of people having 8—10 member is formed. The group members should have some background, information on previous experience with the work area.
(ii) One of the members can be nominated / chosen as a leader of the group and another member as recorder. The leader must have all the skills of a good conference leader.
(iii) The recorder puts down all ideas all ideas on a big sheet of paper even the ones which seem to overlap. He is also free to contribute his own ideas at his turn.
Q18. what is financial management?
Ans. Financial management is an area of financial decision making, harmonizing individual motives and enterprise goals. Financial management is the application of the planning and control function to the finance function. Financial management is the operation activity of a business that is responsible for obtaining and effectively utilizing the funds necessary for efficient operation. A business organization seek to achieve their objectives by obtain funds from various sources and then ninvesting them in different types of assets, such as plant, building, machinery, vehicles etc. Financial management is managing the finances through scientific decision making. For making right decision, financial management need to understand financial environment within which these decision, financial management need to understand financial environment within which these decisions operate. Financial management will then be able to analyses these financial information’s to predict likely future result and to plan more carefully their proposed course of action. Financial management is concerned with the acquisition (investment), financing (arranging funds) and management of assets with some overall goal in mind. Investment decision begin with a determination of the total amount of assets required by the firm and to determine the money value of the same. Assets that cannot be economically justified, may be reduced, eliminated or replaced. Financing decision include decisions regarding mix of financing, type of financing employed, divided policy method of acquiring funds i.e. getting a short-term loan or a long-term lease arrangement sale of wants or stock. Asset management decision means meaning the assets efficiently after their equation acquisition successof a firm depends on the ability to rise funds, invest an asset and manage wisely.
Q19. Define managerial economics. Describes its main features.
Ans. Managerial Economics is economics applied to decision-making. It is based on economic analysis for identifying problems, organizing information, and evaluating alternatives. Managerial economics serve as a link between economic theories and managerial practice. Managerial Economics is the integration of economic theory with business practice for the purpose of facilitating decision-making and forward planning by management. Features of Managerial Economics
* It is concerned with decision-making of economic nature.
* It deals with identification of economic choices and allocation of resources.
* It deals, as to how decision should be taken to achieve the organizational goals.
* It provides a link between traditional economics and the decision sciences for managerial decisionmaking.
* It is concerned with those analytical tools which are helpful in improving the decision-making.
Q20. What is profit? what are its function? How do you measure it?
Ans. The profit of a firm equals the total sale proceeds minus the cost of production. It is the residual part of the total sale proceeds left over after paying off all the items of expenditure in the cost of production including rent on land, wages for labour, interest on borrowed capital and salaries of management and organization etc. But out of this profit, later on certain adjustment is to be made. We have to subtract not only actual cost but also certain imputed cost in order to obtain “gross profit”. Owner’s capital and owner’s labour is to be paid although they have not been actually paid. These costs should be added to the actually paid. These costs should be added to the actual costs. In addition, certain tax obligations might have arisen during the course of the year, but it is not essential for us to pay them during that year. These can be paid next year, but to arrive at a correct figure of gross profits, we should add those tax payments on the cost side. The value of the existing stock is also obtained, and this should also be deducted to obtain the true value of “Gross Profit”. To obtain “Net Profit” we are required to make still certain adjustments. From the gross profit, deduct depreciation charges and the cost of new investment during that period. The final position is called as “Net Profit”. It can be summarised in following ways:
1. Residue = Actual Receipts during a period- Actual payments made during that period.
2. Gross Profit = Residue – Imputed charges of owner’s labour and capital – Tax obligations – Value
of balance stock.
Q21. What is depreciation?
Ans. Whenever any machine or equipment performs useful work, its wear and tear are bound to occur. This can be minimised up to some extent by proper care and maintenance but cannot be totally prevented. Its efficiency also reduces with the lapse of time and at one time it becomes uneconomical to be used further and needs replacement by another new unit. Therefore, we can say, efficiency and value of machine or asset constantly reduces with the lapse of time during use, which is known as “Depreciation”. So, some money must be set aside yearly from the profits, so that when that equipment becomes uneconomical, it can be replaced by the new one. Therefore, the initial cost of machine plus installation charges + repair charges-scrap value is charged against overheads and spread over the machine’s useful life. For this purpose, depreciation account for the complete plant or individual equipment is opened in the company’s books and is known as Depreciation Fund or “Sinking Fund”. This amount is deducted yearly from the profits and kept separate to have sufficient money for replacement at the end of useful life.
Q22. Discuss the various methods of calculating it?
Ans:- Various methods of calculating depreciation are: -
I. Straight Line Method
II. Diminishing Balance Method
III. Sinking Fund Method
IV. Annuity Charging Method
V. The Insurance Policy Method
VI. The Revaluation or Regular Valuation Method
VII. Machine-Hour Basis Method
VIII. The sum of the Year’s Digits Method
Q23. Describe the various costing methods.
Ans. Costing methods to be followed in a particular enterprise depends upon:
1. Nature of Industry.
2. Class of products manufactured.
3. Quantity of goods produced, and
4. The way the workers are employed and paid.
Following may be considered to be the important methods of costing.
1. Multiple costs.
2. Job costs.
3. Departmental costing.
4. Unit costs.
5. Process costs.
6. Operating costs.
Q24. What is Budget? What are the advantages of Budgeting?
ANS. Budget – Budget is a tool of management for planning its future activities including estimate of cells, expenditure production etc. It is done for indicating the expected results if the business and the possible future line of action to be for the attainment of such results. expected results are projected in financial terms are in other numerical terms like units of products, man hours, machine hours etc. Budgeting or budget making may be defined as “A cast of programming of operation based on expected operating efficiency. A budget is a financial and/or quantitative statement, prepared and approved prior to a defined of time for the purpose of attaining a given objective. budget estimates set goals for various activities of a firm, like sales, production, materials etc. and enable management to find outs how for pre–determined standards have been archived. Budget should be based on estimated future requirement for a definite period of time. It should be prepared by taking the help of previous statistical data. Thus, budgeting can be defined “As forecasting and preplanning for the next period using past experience, market trends and present position”. Budget provides predetermined standard of performance for the guidance of the efforts and activities in the business. As budgets provide standards of performance, they usually become the basis for control. Control used for the execution of budgets is what is called “budgetary control” involves the function of controlling in the organization.
BUDGETING- Budgeting is an art of budget making, this implies foresting and preplanning for the budget period on the past statistical data, present trends and other related known present facts.
Q25. Define purchasing. Explain the objective and advantages of purchasing.
Ans. Purchasing is the activity responsible for getting the right material to the right please at right time, in the right quantity at the right price. For an organisation, purchasing(procurement) is that function which is responsible for that phase of the material cycle, from the time an item is requisition until it is delivered to the user. This includes the selection of venders, deciding the price and negotiating for quality and delivery, it also co-ordinate fortransportation, receiving, inspection and inventory control. In any workshop or industry, purchase means buying of equipment, materials, tool, parts, stores etc. required for industry. As one of the first act of manufacturing business is to purchase materials, hence purchasing is a primary function. Competitive sales cannot be made unless the material used for manufacturing or for resales, are purchased at ultimate cost which is commensurate with that available to competitors. The importance of the purchasing function varies with nature and size of industry. In small factories, this function is performed by Works Manager but in large manufacturing concerns, where large quantities of material are consumed, the buying function is given to a separate department under a highly competent executive designated as chief Buyer or Purchase Manager or Purchasing Officer. The cost of direct and indirect materials forms a part of the prime cost of the product. Careful buying helps in reducing the cost of materials and thereby increasing profits. Hence, purchasing is one of the delicate activities and the person employed for this job should be sincere, honest and intelligent.
.
Q26. What is inventory control ? Describe various function of inventory control .
Ans. Inventory control is the means by which material of the correct and quality is made available as and when required with due regard to economy in storage an ordering cost and working capital. IT may also be defined as , “ the systematic location , storage and recording of goods in such a way that desired the degree of service can be made to the operating shops at minimum ultimate cost “ . The need of inventory control – the necessity of inventory control is to maintain a reserve (store) of woods that will ensure manufactory according to a production plant based on sales requirements and the lowest possible ultimate cost . Loses form improper inventory control include purchases and excess than what nodded and the cost of sold up production resulting from material not being available when wanted . Each time a machinery must be shut down for lack of materials or each time sales must be postponed or cancelled for lake of finished goods . Thus, of factory losses money . To promote smooth factory operation and to prevent piling up of stock or ideal machine time , proper material must be on hand when it is wanted . proper inventory controlled can reduce such losses to as great extent.
Q27. Describe various function of inventory control.
Ans:-Function of inventory controlFollowing are the most important function of inventory control :
(a) To run the stores effectively . This includes layout , story media ( begins shelves and open space
etc. ) , utilization of storage space , receiving and issuing procedure etc.
(b) To ensure timely availability of materials a and avoid build up stocks levels
(c) technical responsibility for the state of materials . this includes methods of storing , maintenance
procedure , study of deterioration and obsolescence .
(d) Stock control system . physical verification ( stock – taking) , maintenance of records , ordering
policies and procedure for the purchase of goods .
(e) maintenance of specified raw materials . this includes general supplies . work in process and
component parts I n sufficient quantities to meet the demands of production .
(f) Protesting the inventory from process due to improper handling and storing of goods and unauthorized
removal from stores
(g) Pricing all materials supplied to the shops so as to estimates materials cost .
Ques 28: - Explain product layout.
Ans: - Line or Product Layout This type of layout is very popular in mass production. In this layout only one product or one type of product is produced in an operating area. In order to justify the line layout, the product must be standardized and manufactured in large quantities. The machines in such layout are arranged in the order in which they are to be used. The operations are performed in a sequence. All parts, sub-assemblies etc.
are started at right time so as to be ready at the required time and kept moving until the finished products is available at the end of the assembly line. This arrangement also known as the “synthetic system” of manufacture. For example, suppose a factory manufactures taps, drills, reamers and cutters. Production of each of these articles may be made in a separate department and in each department, machines will be laid out in that sequence in which the operations have to be performed on the product. For example, in the reamer department, there will be group of lathes to turn the reamer blanks, the lathes will be followed by the milling machine which square the shank and mill the flutes; next to the milling machine will be furnace for heat treating the reamers and last will come to the grinding machine to do the finishing.
Ques 29: - Explain process layout.
Ans: - Functional or Process layout (Group Technology)
Under this arrangement each department or section is responsible for carrying out a particular process and not a particular product as under line type layout. There is an assembly of similar operations in each department are sections.Thus, for example, in a factory manufacturing taps, drills reamers and cutters mentioned. Above there may be four department, the lathe, milling, the heat treatment and the grinding, each responsible for a specific operation. All the product manufacture in this factory have to pass through these four-principle operations.
Q30 What are Therbligs ?
Ans. Frank GILBRETH develop a set of 70 elementary motions commonly foundation manual operation and called them “ Therbligs , reverse spelling of hues name . We know that motions study is used for deciding the best way of doing work for which present and proposed method are observe by experts by recording on charts . For the purpose of recoding the motions , he spited up different motions of a process into 17 fundamental elements made by various members of human body and each event was allotted a simple and letter abbreviations . These symbols and abbreviations are used for repairing mmotion study charts n. To maximize the utility of charts , sometimes color code is also used .
Q31. What is the difference between production and productivity?
Ans. Difference Between Production and Productivity Sometimes there arises confusions between production and productivity. It is, therefore, necessary to differentiate them, so that there may not be any confusion. ‘Production’ of any commodity or service is the volume of output irrespective of the quantity or quality of resources employed to achieve that level of output. Once we put in an element of efficiency with which the resources are employed, we enter the area of productivity.
Q32. Define decision making and give its characteristics ?
Ans. It is a most important top of management . as manageress are required to take decision very frequently , and efficiency of the organization is affected by these decisions great amount of attention is being paid to this process. In general, decision are the outputs of the following inputs.
- Knowledge and information
- Ability and skill: (a) communication (b) analytical, (c) conceptual
- Value system: (a) opinion (b) attitude (c) habits (d) beliefs
Decision making can be defined as identification and selection of a course action to deal with specify problems or take advantage of an opportunity. Decision making can also be defined as an intellectual activity, because it calls for both judgment and imagination to select one among many alternatives. In other words, a decision is a course of action or inaction selected to meet the requirements of a solution to a problem.
Characteristics of Decisions
-it is the choice of the course among various alternatives
- It is the end process proceed by deliberation and reasoning
- It is rational.
- Evaluation process exists in every course of decisions-making.
- These may be negative and may just be not decide.
Q33. Explain the difference between advertising and publicity.
Ans. Advertising
It includes : * Print, TV and broadcast ads. * Mailing
* Catalogues * Motion pictures
* Audiovisuals * Displays
* Symbols and logos * Directories
* Posters and leaflets * Brochures and booklets
* House magazines * Packaging
Publicity
It includes: * Speeches * Press kits
* Seminars * Annual reports
* Charitable Donations * Public relations
Q34. Describe the objectives of production planning.
Ans.- Objectives of Production Planning
1. To determine the capacity of manufacturing departments and to plan systematically coordinated and related production activities to meet sales requirements.
2. To plan for manufacturing requirements like materials so that, they are available in right quality and quantity at the right time.
3. To translate sales orders into the orders on the works department.
4. The coordinate with different departmental groups so that line balance of activities is maintained.
5. To promote full utilization of plant capacity.
6. To maintain a record of materials in stocks a way so as to enable to anticipate future requirements.
7. Prepare schedule of requirements
Q35. Describe the functions of production planning.
Ans.- Functions:
The functions of production planning are grouped as under :
- Investigation about the complete details and requirements of the product to be manufactured.
- Pre-determination of future achievements.
- Planning the design of product going to be manufactured.
- Planning about the quality and quantity of materials which are to be consumed.
- Planning about the standard of quality of products to be manufactured.
- Planning about the sequence of operations.
- Planning about the capacity of equipment’s.
- Planning about the internal transportation
Q36. What are the various sources to obtain financial assistance for a small industry, explain any
one sources?
Ans. Mostly small-scale units are financially weak. There worry is the arrangement of capital. They require financial assistance not only to purchase machinery and equipment but also for purchasing raw materials and working capital. Today various organizations have come forward for sufficient financial help at reasonable rates of interest. These are:
1. State Governments.
2. State Financial Corporation.
3. Banks.
4. State Industrial Co-operative Banks.
1. State Governments: State Government may allow loans for any of the following purposes.
A} For the construction of factory buildings including god owns and warehouses etc.
B} For the purchase of industrial lands.
C} For the purchase of raw materials.
D} For the purchase and erection of plant and machinery.
E} For working capital requirement.
Q.37 Define quality. State the function of the quality control department.
Ans. Quality of a product depends upon the application of material, men, machines and manufacturing conditions. The systematic control of these factors is the quality control. The quality of a product differs greatly due to these factors. For example, a skill worker will produce product of better quality and a less skilled worker will produce poor quality products. Similarly, better machines and better materials with satisfactory manufacturing conditions produce a better-quality product. Thus, it is clear that to control the quality of product, various factors which are the responsible for quality are required to be controlled properly.
Responsibilities of Quality Assurance Department
* Plan, develop and establish Quality policies.
* To assure that products of prescribed specification reaches to the customer.
* Regularly evaluate the effectiveness of the Quality programs.
* Conduct studies and investigation related to the quality problems.
* Liaise with different department, in
and outside the organization.
Q38. Define quality control. Give the objectives.
Ans. In the words of Alford and Beatly “quality control” may be defined broadly defined as that “Industrial management technique by means by means of which products of uniform acceptable quality are manufactured”. Quality control is concerned with making things right rather than discovering and rejecting those made wrong. “It may also be defined as the function or collection of duties which must be performed throughout the organization in order to achieve its quality objective” or in other words “quality is every body’s business and not only the duty of the person on the Inspecting staff”. In short we can say that quality control is a technique of management for achieving required standard of products.
Q39. What is planning?
Ans. Planning is the main function of Management. All other functions follow the planning function.
According to Peter Drucker, “Planning deals with what has to be done today to be ready for tomorrow”. Perhaps there is no need for planning if the future is reasonably known. Planning is a mental process requiring the use of intellectual faculties imagination, foresight, sound judgment etc. to decide in advance as to what is to be done, how and where it is to be done, who will do it and how the results are to be evaluated. In other words, planning is the process of thinking before doing. Planning means to assess the future and make provisions for it.
Q40. Explain the objectives of planning.
Ans. Objectives of Planning
Planning implies an orderly approach to the task in hand. Without planning business decision would become random, uncertain and ad-hoc choice. Planning is done to attain following objectives:
1. To offset change and uncertainty. As business conditions are undergoing constant changes,
the plan should be such that, it can be regularly updated.
2. To focus attention on objectives. Since entire planning is directly towards achieving the objectives of the enterprise, the planning should focus attention on these objectives.
3. to secure economy in operation. Planning minimizes costs, as it emphasizes on efficient operation and consistency. Without planning there is every likelihood that, there will be chaos, confusion and disorder, there will be no coordination amongst different activities and the resources will be wasted.
4. To make effective control. Planning facilitates control, as the manager can check his subordinates
whether they have achieved planned targets.
Q.41. Explain the term total quality management.
Ans. In a Total Quality Management concept, the word quality has a wider meaning’ it means quality if output of every employee, cleanliness, orderliness, punctuality, customer service, standardization of works and continuous efforts for their improvement are also part T.Q.M. In this, needs of the customer are constantly monitored to improve the products and processes to meet their requirement. In Total Quality Management program, voluntary participation of workpeople is sought for the quality of the task. Total Quality Management involves effective Decision making. Problem-solving and Integration of Quality Planning, Quality Implementation and Quality Improvement strategies of all the departments of an organization(such as Marketing, Production, Finance, Personnel) and other satisfied suppliers, highly committed and involved employees, lower costs, higher revenues and high profits for the organization.
Q42. Explain in detail ISO 9000.
Ans:
* I.S.O. 9000 is the only available internationally accepted standard for quality managements system.
* It does not replace but complements the product standards.
* I.S.O. 9000 is applicable to all types of industries or organization in manufacturing or service sectors.
* It stands for systematic standardization and certification rather than product standardization and
certification.
* I.S.O 9000 is a documentation-oriented system which allows complete freedom on selection and use of process and framing of operative procedures and work instruction.
* A mistake made in selection in proper product standard can never be compensated by I.S.O. 9000 implementation.
Q43. Describe steps taken for Job- Evaluation.
Ans. Methods for Job Evaluation
As already started that the purpose of job evaluation is to compare all demands made each worker and by means of this comparison to establish the relative worth of each job in a factory or company. The
comparison is done by two methods:
(a) Non- quantitative methods, i.e., by simple ranking or classifying the job from lowest to highest. This includes the following techniques:
* Ranking techniques
* Classification method.
(b) Quantitative methods, i.e., where point values are assigned to the various demands of a job and relative value is obtained by summing all such point values.
This includes the following techniques:
Factor comparison
Point rating.
Q44. Name the pioneers of Total Quality concept. Explain the contribution of Taguchi.
Ans:-By adopting the learnings from the quality gurus ,the japan which was a largely illiterate , semiindustrialised country in fiftees Manufacturing cheap and unrealiable copuies of western product , has not became a nation with world’s highest per capita income and the producer of best quality goods . Views of some of the renowned quality gurus are given here:
l. W. Edwards Deming
2. Dr. Joseph M . Juran
3. Kaoru ishikawa
4. philip B. Crosby
5. William E.conway
6 Genichi taguchi
Taguchi devised a quality improvemnt technique that uses experimental design methods for efficiant characterisation of a product or process , combihned with a statistical analysis of its variability .he divided the behaviour of a product or process in terms of factors (parameter or variables) as follows :
Principle idea in the taguchi philosophy is that statistical testing of a product should be carried out at the design stage in order to make the product and the process robust to variations in the manufacturing and use environment Taguchi suggested that following steps should be taken in carring out statistical studies :
(1) define the problem
(2) determine the objectives
(3) conduct a brain storming session
(4) design the experiment
(5) conduct the experiment
(6) analyse the data
(7)interpret the results
(8)conformatory experiment
Taguchi defines quality in a negative way as „“the loss imparted to society from the time the product is shipped .‘“ this loss include (a)the cost of customer disatisfaction which may lead to a loss of reputation and goodwill for the company , (b) direct loss to the company arrising from warranty and service cost , (c)indirect lost due to market share loss , and (d) increased marketting efforts needed to over come lack of competitiveness
Q45. Explain the contribution of Juran in Total Quality Management.
Ans:-DR. Joseph M. Juran
TQM message around the following ten steps
(1) create awareness of the need and opportunity for the quality improvement
(2) set goals for continous improvement
(3) build an organisation to achieve goals for establishing a qualit counsil , identifying problems , selecting
a project , a appointing teams and choosing facilitators .
(4) give training to everyone
(5)carry out projects to solve problems
(6)report progress
(7) show recognition
(8) comunicate results
(9)keep a record of successes
(10)incorporate annual improvements into the company’s regular systems and processes and there by
maintain movementum Juran expresses his essential message to managers through the three basic quality related processes : Quality planning , quality control , and quality improvement which has become known as the juran trilogy
Que46.- Explain Maslow hierarchy of needs?
Ans. A person satisfies first all the necessities of the first kind, i.e. bodily needs. A hungry person puts his full efforts for earning bread. After coping up the bodily needs, he tries to fulfil his second need of security and safety. This is the reason that he collects grains and some money for future use. He manages for pension and social security.
Q47. Explain types of organization.
Ans. Types of organization Organization structure is the network of relationship between the various positions in an organization. In this structure, different tasks and authorities and responsibilities, the organizational structures are of following types:
1. Line or Scalar Organization
This type of organization is also known as departmental or military type of organization. In those type of organization, business activities are divided into three groups namely accounts, production and sales. Each of these departments is sub- divided into certain self-contained departments, i.e., sections. Each departmental head has sole control over his section and has full authority to select his Labor, staff, purchase of raw material, stores and to set the standards of output etc. Foreman of each shop trains new men and supervises the quality of output. In such a system, superior exercises a direct authority over his subordinates who become entirely responsible for their performance to the commanding superior. This is known as military type organization, because in military discipline is of high order. Orders and instructions issued from the top have to be followed by the lowers. So, in this type of organization, orders of General Manager are to be carried out without any say by subordinates and hence no changes of shifting of responsibility as in military and hence known as military type of organization. SAs in this organization, the flow of authority moves from top to bottom in vertical lines, therefore, this is also called line or scalar organization.
2. Functional Organization
The difficulties in finding an all-round qualified man to foreman in the line organization an overcome with this organization. He is replaced by various functionalized people. The system is advantageous because each will be specialized in a particular field and workers will be controlled by him. He attends to one factor in all departments. Below is its layout: In this, specialized people like chemist, purchase, engineer and designer etc. are employed under the production superintendent, and everybody is supposed to give. His functional advice to all other foremen (bosses) and workers. Every foreman (boss) will go to individual worker for his related function. This type of organization is sometimes called “Taylor’s organization” as it was for the first time introduced by F.W. Taylor. Taylor said that the well qualified foremen required brain, education (special or technical knowledge), manual strength, tact, energy, honesty, judgment or common sense and good health. He believed that a man with three of these qualities could be hired at any time. If four were required, it was necessary to secure a higher priced man. The man combining five of the qualities was hard to find and the one with six, seven or eight almost in possible to discover. Therefore, Taylor employed functionalized bosses and as far as the workman was concerned, instead of coming in con tact with the management at one point, only he was to receive his daily orders and help directly from eight different bosses.
Q48. Describe various functions of management.
Ans Main functions of management are planning, organizing, staffing, directing and controlling. Out of these, staffing is behaviorally related to controlling. Therefore, most important function of management is planning, organizing and controlling from system and information point of view. An adequate management system includes organizational arrangement, structure and procedures for adequate planning and control. An information system is also designed to provide the desired information’s to the manager. The purpose of the management system is to develop plans for achieving objectives, to organize for implementing the plans, and to control performance so that plans are converted to actions as scheduled. Implementation is a matter of organizing the necessary resources and directing them in the performance of the plan. control involves the measuring of performance and correcting the deviations. Fayol, Urwick, Koontz, Davis and O’Donnell have given different management functions. For the purpose of better understanding, author is giving a detailed list of management functions mentioned by all these pioneers of this field:
Planning.
Organizing.
Staffing
Directing
Leadership
Communication
Motivation
Supervision
Controlling.
Coordinating.
Decision-making.
Q49. Explain the contribution of F.W. Taylor.of scientific management.
Ans: Frederick Winslow Taylor.
He is known as founder of scientific management. He reformed the, management through a thoughtful and systematic approach to its problems. Taylor found that much of waste (man, longtime, energy, efficiency etc.) is due to the lack of order and system in the management. He emphasized that usually management was ignorant about the amount of work performed by a worker in a day, and also about the best way of doing the job. Hence it remained at the mercy of the workers. Taylor, therefore, suggested that management should adopt scientific methods for achieving higher efficiency.
I. Work Study. This is a work measurement and work improvement technique. Taylor scientifically conducted Time and Motion Studies, Method Study and Fatigue Studies.
II. Standardization of tools and equipment or workman and working conditions. Taylor gave his attention to the best size of shovel for different types of materials. After several experiments he selected 21.50 lb. as being the optimum shovel load and then he designed shovel of such a size sufficient to hold this quantity of material.
III. Incentive Scheme. The Taylor Differential Price Rate Scheme provides an incentive for a worker to achieve high level of optimum output.
IV. Principles of Management. Taylor introduce the idea of functional management. He recommended the greater productive and improve efficiencies possible through the use of specialized knowledge and skill.
V. Application of Scientific Methods. Taylor introduced the scientific method in management to solve the various problems. He observed, recorded the facts, applied knowledge and avoided mistakes and thus we able to solve the problems.
Q50. Write short note on: (a) Rules (b) Strategy (c) policy (d) Objectives
Ans. (a) Rules: This is a plan, laid down by the management regarding what is to be done and what is not to be done in a given situation. A rule is definite and rigid, and do not allow any deviation or discretion to subordinates. Generally, breach of rules invites a penalty.
(b) Strategy: A strategy is a special kind of plan prepared to meet the challenges posed by the policies of the competitors. Such plans use the competitor’s plan as the background. This mpolicy is generally formulated by the top management. A perfect strategy can be formed only when plans of others are correctly known. Strategies can be defined as the determination of the basic long-term objectives of an enterprise and the adoption of courses of action and allocation of resource necessary to achieve these goals.
(c) Policies: Policymaking is an important part of the process of planning. These are the statements that guide decision maker. In adopting a policy, the management opts a line of action along which its employees are expected to move so as to attain the goals of the enterprise. Generally, policy leaves some room for discretion. When the policy is rigid, it becomes a rule.
(d) Objectives: Objectives are goals established to guide the efforts of the enterprise, its each
department and each section. A business firm is required to set their objectives in respect of market standing, innovation, physical and financial resources, productivity, profitability, manager performance, worker performance and attitude, and public responsibility etc. The management must lay down the objectives in clear cut terms and fix up priorities. Management must determine both long term and short-term objectives.
Q.51 Name the type of leaders. Explain them in brief.
Ans. TYPES OF LEADERS
Different types of leaders in an industry can be classified as under: A-According to Style of Leadership:
1. Authoritarian or Autocratic leaders: This type of leaders drives their gang through command and by developing fear in their followers. Such leaders give orders; assign duties and responsibilities without consulting the employees or caring for their opinions. Such leaders never like to delegate their powers.
2. Democratic or Consultative leaders. These leaders always work according to the wishes of their followers. They frame the policies and procedures in consultation with them but sometimes such leaders also work as a moderator of the ideas and suggestions of the gang.
3. Persuasive Leaders: Such leaders influence their followers due to his personal contacts, to join with him in getting things done. He gives directions personally and whole of the gang responds to his call, because they love and respect him and have full confidence in him.
4. Functional leaders. Such leaders lead because of their expert knowledge and win the confidence of their followers by their superior knowledge.
5. Free-rein leaders. Such leader use very little power and gives a high degree of independence in
their working. These leaders are dependent on subordinates to set their own goals.
Q52. What are the qualities expected from a good leader?
Ans. The following qualities are expected from the good leaders:
I. Intelligence and technical knowledge. A good leader must have an intelligence which is more than that of his followers. He must be able to understand and solved the problems in accordance with prevailing situation. He must also be technically sound. Technically soundness includes skilled in planning, organization, co-ordination and control.
II. Initiative. He must initiate good activities and must be capable of taking the initiative.
III. Decisiveness. A leader must be able to make proper decision at proper time. Generally, ability to decide comes from self-confidence.
IV. Persuasiveness. Pursuance is also a good quality of leader. It also helps in implementing his decisions, orders etc.
V. Responsibility. A leader must be able to know and feel his responsibilities.
VI. Ability to inspire. A leader cannot do a whole of the work himself. He has to inspire his men so as to get the work done from them.
VII. Social Consciousness. He must always realize that he is dealing with human being, who are also having feelings of social status and sense of respects.
VIII. Positive Attitude. He should always have a positive attitude towards the problems of the industry or workers.
IX. Energy. Good health and physical as well as mental energy.
X. Knowledge of Human Relation. He should feel for individuals and recognized their problems and should be considerate towards other, can motivate and get people to work together.
XI. Communication skill. He should be able to talk and write clearly.
XII. Teaching Ability. He should help, develop and inspire his subordinates.
XIII. Maturity. He should be emotional stable and do not breakdown with frustration and able to take decision in any situation.
XIV. Attitude. He should have enthusiastic, optimistic, and loyalist attitude towards the organization.
XV. Creative and independent thinking
XVI. Open mindedness
XVII. Self-confidence
XVIII. Foresightedness
XIX. Faith and respect from followers
XX. Vigilant
Q53.Comment on the following types of plans:-
(i) Objectives
(ii) Policies
(iii) Procedure
(iv) Programs
Ans.
(i) Objectives. Objectives are established to guide the efforts to the enterprise, its department and each section. A business firm is required to set their objectives in respect of market standing, innovation, physical and financial resources, productivity, profitability, manger performance, worker performance and attitude and public responsibility etc. The management must lay down the objectives in clear cut terms and fix up priorities. Management must determine both long term and short-term objectives.
(ii) Policies. Policymaking is an important part of planning. These are statement that guide decision maker. In adopting a policy, the management opts a line of action along which its= employees are expected to move so as to attain the goals of the enterprise. Generally, policy leaves some room for discretion, when the policy is rigid, it becomes a rule.
(iii) Procedure. Procedures are more specific than a policy statement, as it enumerates the sequences of steps to be taken in order to achieve an objective. Thus, procedure provides a more specific guide to action than a policy.
(iv) Programmes. A programmes is a specific plan drawn foe a specific purpose, keeping in view the organisational policies, procedures, rules, budgets etc. Once the specific purpose for which programmes were drawn is achieved, this programme is not likely to be used again in the same form therefore, this is termed as a single-use plan. Programmes are complex o goals, policies, rules, procedures, tasks, resources to be deployed and other necessary elements to carry out a given course of action. The
programmes are generally supports by budgets.
Q54. Explain the Materials requirement planning
Ans:-Materials Requirement Planning (M.R.P.)
M.R.P can be defined as a computational technique that converts the master schedule for and products in to detailed schedule for raw materials and component required for the end product. The detailed scheduled identifies the quintiles of each raw materials and component. M.R.P. also tells as to when each of these items must be orders and delivered so as to meet the targets of masters schedule of the final product.
The objectives of materials requirements planning are :
I. To avoid inventory stockouts so that production runs smoothly, according to plans
II. To reduce investment in raw materials and work in process inventories,
III. Reduction in production and delivery lead times, as it identifies materials and component quantities, timings, availability, and procurement and production actions required to meet delivery deadlines, and by coordinating these actions delay in production can be avoided, and
IV. Realistic delivery promise which can enhance customer satisfaction.
Q55.Define Value Engineering .What are its advantages?
Ans. Value engineering (value analysis)
Value Engineering, earlier known as value –analysis is a systematic application of recognized techniques , which.
1. Identifies the function of a product or service,
2. Establishes a value for that function and
Achieving that function at the lowest total cos t without degradation . In other words, value engineering is the conscious, systematic application of a set of techniques that identify needed function s establish values for them and develop alternatives to perform these functions for minimum cost . The other attributes which are affected by value engineering are reliability, maintainability, reduction in weight , and logistics. Here the important point is not the saving, but the approach. Using the normal cost reduction techniques, we try to reduce the cost of product. But by using the value engineering techniques, we get an entirely different product. The value engineering approach aims to find the lowest cost way to perform the desired functions rather lowest cost way producing the product.Value Engineering is tool of management which attempts the question of saving cost from the point of view of ‘Value’ or in other words the main aim is to study the relationship between the design function and cost of an item, keeping in view to reduce part and cost through change in design, modification in specification of the material used by changing the source of supply and so on . Value engineering identifies the areas of excessive or unnecessary expenses and attempts to improve the value of the product. It provides the base for better performance at a lower cost while reducing neithernecessary quality, reliability nor maintainability. In general terms value engineering is also called as value analysis. But theoretically, value engineering is the application of the concepts of value analysis at the design or permaculture stage of the component with a view to cut down the unnecessary costs, without impairing the function or utility of the product. Value engineering is a technique of cost reduction based on systematic and organized examination of every item of cost which goes into the manufacture of the product in term of the value or customer satisfaction it adds to the product.
.webp)
Thanks for the messages.