INSTITUTE OF MANAGEMENT TECHNOLOGY

CENTRE FOR DISTANCE LEARNING

GHAZIABAD

End-Term Examinations December 2009

Subject Code : IMT-01 Subject Name: Management Process and Organization
Time Allowed : 3 Hours Max. Marks : 70

Notes: (a) Answer any FOUR questions from SECTION-A and CASE STUDY as given in SECTION-B. Each Question (SECTION-A) carries 14 MARKS and (SECTION-B) Case Study carries 14 MARKS. (b) For students enrolled before January 2008, the Question Paper would be treated for 50 marks instead of 70 marks. (c) No doubts/clarifications shall be entertained. In case of doubts/clarifications, make reasonable assumptions and proceed.

SECTION-A 1. (a) People with good interpersonal skills are an asset to any organization. Elucidate. (b) What do you mean by audience psychology, explain with the help of example? 2. (a) What are the factors and consequences of group cohesiveness? (b) What are the advantages and disadvantages of committees? 3.

MARKS : 56

(a) Explain in detail the Equity theory of Motivation. What are some of the standards against which the concept of fairness can be measured? (b) What can the management do to satisfy the various level needs of workers as shown in Maslows model?

4. 5.

How does the Behaviour theory of Leadership differ from the Trait Theory of leadership? Which theory is more applicable in a democratic society and why? (a) List the types of problems. (b) How will you determine the problem pointers?

6.

(a) Are there any circumstances where a moderate degree of conflict is actually beneficial to the individuals and the organizations? If so what can the management do to maintain such degree of conflict? (b) List the characteristics of Integrative Negotiation.

7.

What is performance appraisal? Does it have any negative effect on the workers being watched and appraised? In what ways can a sound performance appraisal system be useful? What specific characteristics would make it more useful?

SECTION-B MicroAge Undergoes Massive Structural Change

(Case Study)

MARKS : 14

In April 2000, MicroAge Technology Services transformed itself to an e-Business infrastructure services company that operates as a virtual organization, with an agile and mobile sales force able to reach broader geographic markets. "The rapidly-changing climate of the technology industry, primarily due to the growth of the Internet and emphasis on reducing operating and technology costs through e-Business, has made it clear that we must make significant changes to our business to meet the demands of the new digital marketplace," said MicroAge Technology Services President, Jeff Swanson. "As a virtual organization, our sales teams will no longer be tied to physical brick-and-mortar facilities. They will be able to cover broad geographic areas to meet the needs of clients wherever they do business. At the same time, we will continue migrating clients to MicroAgeDirect for product procurement so MicroAge Technology Services sales associates can focus their full attention on relationship management of their clients in fulfilling their infrastructure services needs." Swanson continued, "As a client-centric organization the need for physical locations is minimized so that we can work more directly with clients to help them profit from technology in the Internet economy."

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The company's strategic initiatives, aimed at transforming MicroAge Technology Services into a flexible and agile organization fully capable of providing the e-Business infrastructure services its clients require, included: Expansion of market coverage through the establishment of a field structure composed of thirteen broad geographic market areas, eliminating in three phases the costly network of thirty-five branch offices. Centralization of operations and processes to tower costs and increase efficiency as MicroAge Technology Services moved to a virtual field organization. Branch inside sales functions will transition to centralized sales support and client-site-based sales teams as appropriate. Completion of centralized service dispatch for all branches. MicroAge launched plans to centralize service dispatch in order to implement consistent quality standards and enhance overall client satisfaction. Migration of all clients to MicroAgeDirect for product procurement. Sales support for major clients will continue to be provided by existing client-site teams or by a centralized team operating from the company's Tempe offices.

MicroAge Inc., President Christopher Koziol noted that the restructuring of the procurement function allows the MicroAge Technology Services sales force to focus their full attention on serving the needs of clients and meet the demands of the new connected economy. "This strategy allows our associates to focus their full attention on managing client relationships and releases them from the burden of managing product transactions, which are more efficiently handled by automated procurement systems such as MicroAge Direct. We will also be able to reduce the costs of delivering services and products, significantly streamline operations and ensure consistent, high-quality service delivery to all clients. The most significant benefits of this new structure will be improved sales productivity and growth increased profitability, and client satisfaction," he said.

Questions 1. 2. 3. Do you think that the changes in organizational structure discussed in this case can achieve success? Explain. MicroAge made several organizational changes at the same time. What problems might be encountered by making so many changes at once? How can managers deal with this type of massive structural change? The MicroAge sales force will work independently for much of their time with the elimination of the thirty-five field offices, How can managers at corporate headquarters keep track of sales activity? What technologies might be used to ensure that sales goals are being met?

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