BITM Foundation of Business Management

Mention the type of managers.

State the assumptions of scientific management philosophy.

State the existing management and business practices of Nepalese organizations.

List the components of socio-cultural environment of business.

Who are line managers? What are the skills essentials to be a successful manager?

Explain the Contingency Philosophy and point out its limitations.

Hawthorne study is the first experimental study in the field of management. Based on the study of Hawthorne what major suggestions do you notice? Discuss.

Discuss the emerging issues and challenges of Nepalese businesses.

Analyze the competitors, suppliers and buyers using Michael E. Porter's model.

Define management.

What is meant by managerial skills?

Write the name of two classical theories.

List out any two problems of service sector business in Nepal.

Describe different roles of a manager in any organization.

What do you understand by principles of management? Describe F. W Taylor's principles and its contribution in the effective management.

"Managerial jobs have been more challenging these days." In the light of this statement explain the emerging challenges and issues faced by modern managers.

Explain the major problems of Nepalese business.

Compare between strategic plan and derivative plan.

Explain the various type of decisions made by business managers.

State the various styles of decision making.

Explain different conditions of decision making.

Write the sources of authority.

Define geographical organization structure. Which type of organization prefers this structure?

What strategies do you suggest to follow by managers during merger?

Analyze the following case carefully and answer the questions that follow:

ABC Pharmaceuticals Pvt. Ltd. is one of the top ten pharmaceuticals industries in Nepal, established in Kathmandu in 2010 AD. It has good track record of business from the very first year of operation, 2011 AD. Now it produces 115 different types of allopathic medicines. It received Good Manufacturing Practice [GMP] certificate for its best quality management. People management is also attractive in this organization, so that there is almost no employee turnover. Absenteeism was also too low but absenteeism is increasing gradually nowadays.

Mohan was working in ABC pharmaceuticals for 5 years. For second and third year, he received award for best employee of the year. Last year, he departed from the factory for 45 minutes earlier of regular time without prior consent of HR manger though he informed his supervisor. Next day, HR manager called him and warned against of going earlier. Mohan decided to quit the job being insulted by HR manager.

Last month, Krishna asked to Paridhi to accomplish a packaging job in his working station. Paridhi was not under the chain of command of Krishna. Paridhi without any hesitation, denied to do the job though she has a bit leisure in her unit. Krishna became confused whether he rightly commanded or not. He asked to Paridhi's supervisor, Binod to get the job done. When Binod told Paridhi to do the job asked by Krishna, she accomplished the job.

HR manager published employees' promotion and transfer list recently. Obviously, many employees who were promoted were happy but dissatisfied for being transferred. Few supervisors complained the top management as HR manager did not consult supervisors for promotion and transfer. They cannot work effectively in such reshuffle of employees.

Questions:

a. What are the main problems of the case?

b. Do you think Mohan was right to resign from the job? Why?

c. Which structure do you think the company has followed? Suggest the better structure for the company.

d. Do you think team based work is more useful in such hierarchy conflicting situation? Discuss.

Sketch the multidivisional organizational structure.

Give any two advantages of decentralization of authority.

Mention any two features of organizational culture.

Describe the various sources of authority in organization.

Define organizational architecture. Explain its main elements.

List ways of managing cross-cultural team.

Mention the parties involved in Communication Process.

Briefly explain the various type of communication barriers.

What is a team? Explain the various type of teams in organizations.

Write any two differences between formal and informal group.

Explain the major approaches or styles of managing team conflict.

What is meant by team? Explain the various types of team in organization.

What are the essentials of effective Control System?

Controlling remains as a detrimental tool to leverage performance in Nepalese business management. Discuss the statement highlighting techniques of control.

What is meant by control system? Explain the essentials of effective control system.

Analyze the following case carefully and answer the questions that follow:

Terminal 5, built by British Airways for $8.6 billion, is Heathrow Airport's newest state-of-the-art facility. Made of glass, concrete, and steel, it's the largest free standing building in the United Kingdom and has over 10 miles of belts for moving luggage. At the terminal's unveiling on March 15, 2008, Queen Elizabeth II called it a "twenty-first-century gateway to Britain." Alas... the compliments didn't last long! After two decades of planning and 100 million hours of labor, opening day didn't work out as planned. Endless lines and severe baggage handling delays led to numerous flight cancellations, stranding many annoyed passengers. Airport operators said the problems were triggered by problems in the terminal's high-tech baggage-handling system.

With its massive automation features, Terminal 5 was planned to ease jamming at Heathrow and improve the flying experience for the 30 million passengers expected to pass through it annually. With 96 self-service check-in booths, more than 90 check-in fast bag drops, 54 standard check-in desks, and over 10 miles of suitcase-moving belts that were supposed to be able to process 12,000 bags per hour, the facility's design didn't seem to support those goals.

Within the first few hours of the terminal's operation, problems developed. Baggage workers, presumably understaffed, were unable to clear incoming luggage fast enough. Many arriving passengers had to wait more than an hour to get their bags. There were problems for departing passengers, as well, as many tried in vain to check in for flights. Flights were allowed to leave with empty cargo holds. At one point that first day, the airline had no choice but to check in only those with no luggage. And it didn't help matters that the moving belt system jammed at one points. Lesser problems also became apparent: a few broken escalators, some hand dryers that didn't work, a gate that wouldn't function at the new Underground station, and inexperienced ticket sellers who didn't know the fares between Heathrow and various stations on the Piccadilly line. By the end of the first full day of operation, Britain's Department of Transportation released a statement calling for British Airways and the airport operator BAA to "work hard to resolve these issues and limit disruptions to passengers."

You might be tempted to think that all this could have been prevented if British Airways had only tested the system. But thorough runs of all systems "from toilets to check in and seating" took place six months before opening, including four full-scale test runs using 16,000 volunteers.

Questions:

a. In your opinion, what are the major problems in the Heathrow Airport?

b. What theory would you think best fit to describe the problem? Why?

c. What immediate corrective action do you suggest to control situation?

d. What type of control-pre control, concurrent, or post control-do you suggest that would be most important in this situation?

What is the essence of Friedman's doctrine?

Elaborate the term managerial ethics.

Define corporate social responsibility. Describe the Friedman doctrine.