MANAGEMENT THEORY AND PRACTICE

ASSIGNMENT

Ans 1) INTRODUCTION
Management Information Systems (MIS) is the study of people, technology, organizations,
and the relationships among them. MIS professionals help firms realize maximum benefit
from investment in personnel, equipment, and business processes. MIS is a people-oriented
field with an emphasis on service through technology. If you have an interest in technology
and have the desire to use technology to improve people’s lives, a degree in MIS may be for
you.

According to Coleman and Ritley, An MIS :

 Applies to all management levels ;
 MIS is flexible both internally and externally
 MIS is linked to an organizational subsystems;
 It functions to measure performances, monitor progress, evaluate alternatives or
provide knowledge for change or collective action.

CONCEPT AND APPLICATION

Once accredited, the effective use of the heading data structures gives some important
advantages:
1. The committee will obtain an entire activity system.
2. Chiefs would get their highlight engagement.
3. Affiliates can expand their businesses' benefits by seeing what works and what
doesn't.
4. Chiefs should offset results by performing well, by seeing both the arrangement and
the presentation characteristics and inadequacy.
5. Affiliations will lead to job measurement changes that better customer strategy.
6. Various business options are transferred from the upper organization to closer to the
information and experience level.
CHARACTERSTICS OF MANAGEMENT INFORMATION SYSTEMS
 MANAGEMENT ORIENTED : MIS focuses on providing the right information to
the right manager at the right time. This information is used by managers in rapid
decision making.
 MANAGEMENT DIRECTED : In this MIS The top level management of an
organisation makes effective decisions by providing adequate information; thus
increasing the operational efficiency. Top level invests a huge amount in
implementation of MIS
 INTEGRATED SYSTEM : The mix is a basic trait of an association data
framework. The mix is fundamental as a result of its capacity to pass on more basic
data. For instance, building up a viable creation orchestrating framework is
fundamental to change such factors as game-plan costs, Workforce, Overtime rates,
Production limit, Inventory level, Capital necessities, and Customer associations.
 COMMON DATA FLOW : Mis collects the data from original sources and the data
gathered, stored , retrieved , and captured only once. IT helps in minimising data
processing and maximising output generation.
  HEAVY PLANNING ELEMENT : MIS is planned and designed in such a way that
there is proper integration between element, such as hardware, software, database,
information processing and feedback.
 FLEXIBILITY : MIS is flexible system that can easily modified in a short span of
time as per changes in the business environment.
 SUBSYSTEM CONCEPT : MIS consists of various other systems that interact and
communicate with each other in order to support decision making. These systems
collectively perform specialised functions to make MIS work as a system.
 COMMON DATABASE : As MIS has many subsystems a common database is
required for each subsystems. It acts as an integrator between subsystems and serves
the information needs of different levels of managers.

COMPONENTS OF MIS
1. PEOPLE : No system can be operated and maintained without people so same goes
for MIS , it cannot serve its purpose of providing management information if its not
operated well by people. It can be further divided in two categories :
 End users : End users are ones who uses the information provided by MIS.
For Example market researchers, production managers etc.
 Information system specialists : they are the one who have expertise in
developing and operating MIS. Like software developer, system analysts and
operators etc.
2. HARDWARE : Hardware includes all kinds of physical devices and material used to
operate MIS : CPU , keyboard, mouse , desktop , printers etc.
3. SOFTWARE : Computer programs which are designed to do a specific task for
example, MS Office, Banking Software’s, Railway’s applications etc, different kinds
of software available to process the data/information in an organization such as ERP
(enterprise resource planning) and CRM (customer relationship management).

4. DATA : It is unorganised and raw form of facts and observations collected from
primary and secondary sources.

5. INFORMATION : To make efficient decisions , the collected data is processed,

analysed, and presented in the form of graphs and figures in order to convert of into
meaningful information.

6. NETWORK : IT is group of two or more computers that are interconnected for

purpose of sharing information.

ADVANTAGES OF MIS :

 By using management information system, managers can have an overall brief look at
the company. They can use these statistics to compete in the market. Company
owners can make actions in quick time. Also, they can make better communication
 within the company. So the company can now better manage different departments,
and coordination within company becomes better.
 Quality of products also becomes good because all the past experiences and customers
responses are noted. The decisions in the company are made in a timely manner.
 The information delivered to managers are well-structured and they can improve
company performance. As information is stored in digital form so this type of
information is always available in a timely manner. Creation of jobs in the company is
better handled in MIS.

LIMITATIONS OF MIS :

There are three major challenges of MIS are : high cost, training of employees and
maintenance cost. These are briefly discussed below:

 High Cost Development of new computerized based information system is a problem

for the organization due to the cost factor and it creates problems because with the
change of time there is need of up-to-date of the information system.

 Training of Employee Employees should have the capacity of learning of the

information system with the changing competitive and business environment;
otherwise it will be difficult for the organization to stay in the market.

 Maintenance Cost Sometimes a problem arises due to server crash and website
crash. Sometimes it leads to the loss of information. So, maintenance cost is needed to
tackle the above problem.

CONCLUSION :
The bosses Information Systems (MIS), suggested as Information Management and Systems,
is the solicitation covering the usage of individuals, advances, and procedures, everything
considered called data structures, to dealing with business issues.

Ans 2) INTRODUCTION

Psychologist Dr Geert Hofstede published his cultural dimensions model at the end of the
1970s, based on a decade of research. Since then, it's become an internationally recognized
standard for understanding cultural differences.

Hofstede studied people who worked for IBM in more than 50 countries. Initially, he
identified four dimensions that could distinguish one culture from another. Later, he added
fifth dimension, in cooperation with Drs Michael H. Bond and Michael Minkov. These are:

 Power Distance Index (high versus low).

  Individualism Versus Collectivism.

 Masculinity Versus Femininity.

 Uncertainty Avoidance Index (high versus low).

 Long- Versus Short-Term Orientation.

CONCEPT AND APPLICATION

Premier Automobiles can really use Hofstede’s 5 Dimensions of Culture before setting up
their base in Europe. It will help them in analysing the depth of the European Market , after
that planning can be done much more easily and choosing the courses of action , decision
making will be done much more efficiently after understanding the dimensions of culture of
the European Market.

HOFSTEDE’S FIVE DIMENSIONS OF CULTURE

Power
Distance

Individualism
Long-Term
and
Orientation
Collectivism
  Power Distance: This refers to the degree of inequality that exists – and is accepted –
between people with and without power. A high PDI score indicates that a society
accepts an unequal, hierarchical CULTURAL
distribution of power, and that people understand
"their place" in the system. A lowDIMENSIONS
PDI score means that power is shared and is widely
dispersed, and that society members do not accept situations where power is
distributed unequally.

 Individualism Versus Collectivism (IDV): This refers to the strength of the ties that
people have to others within their community. A high IDV score indicates weak
interpersonal connection among those who are not part of a core "family." Here,
people take less responsibility for others' actions and outcomes. In a collectivist
Masculinity
Uncertainty
society, however, people are supposed to be loyal to the group to which they/belong,
Feminity
Avoidance
and, in exchange, the group will defend their interests. The group itself is normally
larger, and people take responsibility for one another's well-being.

 Masculinity Versus Femininity (MAS):This refers to the distribution of roles

between men and women. In masculine societies, the roles of men and women
overlap less, and men are expected to behave assertively. Demonstrating your success,
and being strong and fast, are seen as positive characteristics. In feminine societies,
however, there is a great deal of overlap between male and female roles, and modesty
is perceived as a virtue. Greater importance is placed on good relationships with your
direct supervisors, or working with people who cooperate well with one another

 Uncertainty Avoidance Index : This dimension describes how well people can cope
with anxiety. In societies that score highly for Uncertainty Avoidance, people attempt
to make life as predictable and controllable as possible. If they find that they can't
control their own lives, they may be tempted to stop trying. These people may refer to
"mañana," or put their fate "in the hands of God."
 Long-term orientation : This refers to the extent people are willing to value long
term traditions. In countries, where long term orientation is high , people adopt those
practices and values that prevail in the future too. On the other hand , countries with
low long term orientation, people like to stick to those traditions that have been in the
past and present. Long term orientation is high in japan, while African countries have
low long term orientation.

Hofstede Insights is an outstanding resource for understanding how society affects work and
life. They may have to understand how the various assessments contrast with the theory of
cultural dimensions in the Hofstede countries.
It is believed that Hofstede’s 5 dimensions of culture provide an easy way of comparing and
contrasting different nations. The ability to compare a nation which you may know little to
nothing about to your own with a concrete set of values opens the doorway to a knowledge
and more importantly an understanding of other cultures. The only thing that I find to be
unfortunate about these cultural dimension is that I had no clue of their existence before
taking a global leadership course.
CONCLUSION :
Dr. Geert Hofstede, the Assessor, flowed his consumer assessment framework towards the
end of the 70s. Starting now and forward, the overall understanding of social differentiations
has become visible. Four assessments were shown to remind one culture of another.
Masculinity goes with characteristics: express sexual heading occupations, legitimate, and
zeroed in on material achievements and plenitude building. It will generally speak be gotten
to here to perceive how the different evaluations contrast among countries under the Hof
state's Cultural Dimensions Theory.

Ans 3a ) INTRODUCTION : People always resist change because of many reasons.

Employees resist change because of fears and risks associated with. For instance, employees
who are enjoying powerful positions in the organisations might fear loss of those powers after
a change is implemented. Fears make employees psychologically uncomfortable with change.
There can be different types of sources that trigger resistance to change such as :
 Rational Resistance : This type of resistance occurs when people do not have the
proper knowledge or information about the change happening in the organisation.
This type of resistance decreases when people are provided with the relevant
information.

 Emotional Resistance : This is related to psychological problems of fear : anxiety ,

suspicion, and insecurity. This type of resistance is tackled by convincing employees
about the positive outcomes of change.

Resistance can occur because of various reasons, which are as follows :

 Loss of status or job security in organisation : It is not our nature to make changes
that we view as harmful to our current situation. In an organizational setting, this
means employees, peers, and managers will resist administrative and technological
changes that result in their role being eliminated or reduced. From their perspective,
your change is harmful to their place in the organization! Forcing a change on others
has its place. Over time, however, when this is the only approach that you use to make
change, you’ll find that your change results suffer

 Lack of Capabilities : Employees may doubt that their capabilities for contributing
to the needed change are not sufficient. Thus, they resist change.

 Poorly aligned reward system : There is a common business saying that managers
get what they reward. Organizational stakeholders will resist change when they do not
see any rewards. Without a reward, there is no motivation for your team to support
your change over the long term. This often means that organizational reward systems
must be altered in some way to support the change that you want to implement.

 Fear of the unknown : The less your team members know about the change and its
impact on them, the more fearful they will become. Leading change also requires not
springing surprises on the organization! Your organization needs to be prepared for
the change.
  Peer pressure : Whether we are introverted or extroverted, we are still social
creatures. Organizational stakeholders will resist change to protect the interests of a
group. You might see this among some of your team members who feel compelled to
resist your change to protect their co-workers. If you’re a senior executive or middle
manager, your managers who report to you may will resist your change effort to
protect their work groups.
 Fear of Failure : Sweeping changes on the job can cause your team members to
doubt their capabilities to perform their duties. What is known is comfortable! Your
team members may be resisting these changes because they are worried that they
cannot adapt to new work requirements. Fear is a powerful motivator that can harden
people’s intent to resist your efforts to implement change
 Habit/ Comfort : Some employees just want to continue the way they are at present
and any kind of change is not accepted by them. For instance, an employee does not
want to shift to the other branch of the same organisation because of comfort.

 Fear of technological upgradation : This is the fear of unemployment among

people. They feel that machines can replace them

Conclusion

The effect of COVID-19 has led to a powerful process of blocking change in certain
unpredictable areas with different associations and persons struggling or have been at
a critical level unfit for the speed of progress. Affiliations have been obliged to team
up particularly. With most staff expected to work remotely or from home, business
measures have expected to change rapidly with an authoritative objective for the
relationship to drive forward. In this post, we research a hint of those impacts and
how affiliations have accelerated their usage of progress the board to assist them with
changing the new conventional.

Ans 3 b ) INTRODUCTION : Change is on a very basic level, a mix of earlier techniques ,

customs, and shows. Since all affiliations work in amazing conditions, they carelessly need to
change themselves to succeed. People are always reluctant to embrace change. They may
resist change by showing various symptoms, such as poor performance, disinterest towards
work increased absenteeism, shutdowns and strikes. No organisation can implement change
successfully without the consent of employees. Therefore, it is important for organisations to
manage resistance to change. The printing company can use various ways to manage
resistance to change. Some of them are :-

 Involvement : Managers should involve employees in planning and implementing

change by asking for their valuable suggestions and ideas.
  Training programs : People should be well trained to implement the change.
Regular meetings, communication, teambuilding, and coaching should be arranged so
that employees can accept the change easily.

 Education : Leaders should make employees aware of the reasons for change,
benefits of the change to be implemented , skills required to implement the change,
etc.

 Negotiation : Managers should always have a discussion with employees for reaching
a mutual agreement to change.

 Facilitation : Organisation should facilitate change by working with employees and

helping them to adapt to change easily.

 Implement change in several stages : Change doesn’t happen all at once. Companies
should first prepare for the change, then take action on the change and make a plan for
managing the change, and third, support the change and assure that all is going as
planned

 Managers and supervisors are the other key group in terms of managing resistance.
They are the closest to the frontline employees who ultimately adopt a change. If they
are neutral to or resistant to a change, chances are that their employees will follow
suit. However, if they are openly supportive of and advocating for a particular change,
these behaviours will also show up in how employees react to the change.

CONCLUSION :
In various unexpected locales, the impact of COVID-19 has presented a solid flaring stage for
change. Various affiliations battled or were not set up to adjust to the speed of progress. In
this post, we research a trace of those effects and how affiliations have sped up their
advancement to help them with developing customs. We see some standard purposes behind
declaration from change and how administrators can help their workers with developing.
Master sees some standard purposes behind security from change and how administrators can
help their workers with developing. The way to the issue is to regard the certifiable substance
of expectation and sort out some approach to manage persevering.