CUT SCE LCT By ST ears] y | p fi Cea ci a art Pep tac en nen Inu Cy CUR aa La ee LLU a a a Gee MMi e ala 0 a DO/IF/CO/CM/CW/EJ/ET/EN/EX) e g Pa sate) o ' Causa aco A | Ce eeerenen C0 inSYLLABUS Management (22509) Teaching] Credit Examination Scheme Scheme | (L+t+P) utp Theory Practical Paper| ESE PA Total ESE PA Total Hrs. max |min| max | min | max | min | max | min | max | tin | max | atin 90 min] 70% | 28 | 30° | oo | 100 | 40 Unit Unit Outcomes (UOs) Topics and Sub -topies {in cognitive domain) Unit -1 1a. Differentiate the concept and | 1.1 Definitions of management, role and Tatreaiction 66 principles of management for the | importance of management, ‘management concepts geen situations 12 Management characteristics and and managerial skills. | 1p, Explain function of management | principles, levels of management and for given situation, their functions; management, 0 administration and organization le. Compare the features of the ong relation between management and ee Sree clerk administration. " 1d. Suggest the steps in organizing . it pienanaton 13. Functions of management : planning, organizing, leading / directing, Je. Suggest suitable type of | staffing and controlling, casa Re Ge BE is a iaieiiig wi tage, tn Pt planning. Mi. Identity the functional areas of | 15 7, ; 5 management for. the given | 15. Types of organization, Steps in situation ‘pgantcing tg. Suggest suitable managerial skills |} Functional areas of management forgiven situation with justification, 17. Managerial skill. tnUnit-11 2a. Difeentiate the ature of | Planning at supervisory level Planning and planning and planning activities lanning by supervisor. oe nee for the given situation. iat) Planning by Supe supersvoryvel_|25. Suggest the step wise procedure |22 Manning. activities, detaling and to complete the given activity in 6 a the shop floor. 23° Prescribing standard forms —_ for 2c. Prepare materials and manpower ae ae budget for the given production |24 Budgeting for materials and activity. manpower 2d. Describe with block diagrams the | Organizing at supervisory level pa eg as oe ae 25 Organi ing the physical resources. gna 26 Matching human need with job reds 20. Describe the human needs to neces Atisfy the job needs for’ the |27 Allotment of tasks to individuals and specified situation establishing relationship among 26 List the tasks to be done by the Besson Working £1 s\eraup. concerned individuals for completing the given activity. Unit 111 3a, Justify the chosen need of | Directioning at supervisory level Directing and directions and instructions to the | 3.1 Needs for directions and_ instructions Controlling at subordinates to complete the |""" to subordinates; Completeness and supervisory level specified ta feasibilities of instructions. 3b. Selects (omen < 32 Personal counselling advanced Been ple “ak itn | __ Predictions of possible mistakes, justification 33 Elaborating decisions, laying Be. Predict the possible mistakes for eeeery mate ia! oyecel completing the given simple 8 activity. Controlling at supervisory level 3d. Describe the managerial control | 34 Managerial control; Understanding actions and remedial measures required to be taken for completing the given task successfully. team and link between various departments in respect of process ands quality standards; Steps in control process. 35. Controlling methods; Control over the performance in respect of quality, quantity of production, time and cost Measuring performance, comparing with standards, correcting unfavorable deviations, oUnity 4a, State the general safly norms | 41 Need for safety management Safety Management required to be taken in the given measures, oe 42 General safety norms for an industrial 4b. suggest preventive measures of unit; Preventive measures. Plant. activites in the given 143 Definition of accident, types of a industrial accident; Causes of de. Describe the safe procedural accidents. steps required to be taken to ire hazards; Fire dei prevent the given the type of | 44 Fire hazards; Fire dei. accident. 45. Safety procedure. 4d. Propare a work permit in to | 46 Work permits conduct the given. maintenance activity. 4e. Explain the causes of the specified type of accident in the given situation. 4f, Prepare the specifications of the firefighting equipment required for the given type of fire Unity 5a. Explain the purpose of the act. | 5.1 Necessity of acts, Important definition Legislative Acts | 5b, Explain the main provisions of aid aie erent Ot ace the various acts and important definition, 52 industrial Acts a. Indian Factory Act ’. Industrial Dispute Act & Workman Compensation Act 4. Minimum Wages Act wmUNIT Introduction to Management Concepts and Managerial Skills Definitions of Management, Role and Importance of Management Definition and Role of Management Management is the process of designing and maintaining an environment in which individuals working together in groups efficiently accomplish selected aims. Management is an art of getting things done through others. Management is to plan, organize, direct and control the resources of the organization for obtaining common objectives or goals. It is related with money, machinery, methods, manufacturing and marketing. resources like material, + Management principles are universal in nature. Management types organization, such as public sector, private sector, govt. department, hotel, hospital, hostels, is necessary for all of educational institutes, require management for several growth and expansion Importance of Management 1. Management is goal oriented .. Management is associated with group efforts. Management is intangible. Management is an activity and not a person or ‘group of person, Management is situational Management is the combination of art, science and profession. Management is universal [2] | Management characteristics and Principles, Levels of Management, Administration and Organizations [Characteristics of Management + Following are the key features or characteristics of management : 1. Organized activities : Management is a process of organized activities. Groups of people cannot, be involved in the performance of activities without organized activities. + Management comes into existence where a group of people are involved in achieving a common objective. The organized activities may take a variety of forms ranging from a tightly structured organization to a loosely-knit organization. 2. Existence of objectives : The existence objectives is a basic criterion of every human organization. The organizational objectives are the desired state of affairs which an organization attempts to realize. of + This realization of objectives is sought through the coordinated efforts of the people constituting an organization. 3. Decision-making : Management process involves decision making at all levels. Decision- making describes the process by which a course of action is selected as the way to deal with a specific problem. + If there is only one alternative, the question of decision making does not arise. The quality of alternatives which a manger selects determines the organization's performance and the future of the organizat a-1Management 4. Relationship among resources : The essence of management is integration of various organizational resources. Resources include money, machine, materials and people. * Management is concerned with the proper utilization of human resources which, in tum, utilize other resources. 5. Working with and through people : Management involves working with people and getting organizational objectives achieved through them. + Working through people is interpreted in terms of, assigning activities to subordinates. Levels of Management in any Organization are Described by the Pyramid + Generally management function is divided into three levels. 1. Top level management 2. Middle 3. Lower Top level management (Strategical) Middle level management (Tactical) Low level management (Operational) Fig. 1.2.4 4. Top management : a. Also called as strategical level of managers. b. Itis represented by i, Board of Directors (BOD) Chief Executive Officer (CEO) iii, Chairman/President iv. Managing Director ete. ¢. They handle companywide overall functions. . Functions of top level management : Overall strategic work. ii, To determine and finalize aims/goals of 1-2 Introduction to Management Concepts and Managerial Skills organization. To define vision of work. iv. To workout long term plans. e. Responsible for overall developments in the organization. 2. Middle level management : a. This is a comparatively larger group of managers. b. It is represented by Factory manager Plant manager iii, Heads of department iv. Senior manager ¢. Functions i. To plan the execution strategies. ‘To decide medium scale policies. . To play role as “Buffer group” between top level and lower level management. iv. To help top management in strategic decisions. d. They are accountable for the work done by their juniors. 3. Lower level management : a. Also called as operational level managers. b, They occupy bottom of the pyramid. ¢. It is represented by i, Shift incharges ii, Trainee engineers iii, Sr. supervisors iv. Jr. managers d. They have direct respon: materials, ty of machinery and €. Skilled workers, operators, workforce is working immediately below them. f. Functions : i. To supervise the operations/activities. ii, To plan and execute daily work schedules. iii. To ensure smooth operations. iv. To guide workforce about their work. TECHNICAL PUBLICATIONS". An ue thust or inontdgeManagement 1-3 Introduction to Management Concepts and Managerial Skills g. Lower management may be called as “actual face” of management or “fighting chaps” as they are directly related to operational activities. Also called as tactical level of managers. \dministration + The administration is the top level of the ‘organization with the decisive functions. + They are responsible for determining the policies and objectives of the organization or the firm. + The main administrative function is handling the business aspects of the firm, such as finance. Other administrative functions usually include planning, organizing, staffing, directing, controlling and budgeting. + Administration must integrate leadership and vision, to organize the people and resources, in order to achieve common goals and objectives for the organization. [63] Functions of Management : Planning, Organizing, Leading/Directing, Staffing and Controlling ‘unctions of Management + Functions of management are : 4. Planning ‘+ Planning is decision making process. * Itismaking decisions on future course of actions. + Planning involves taking decisions on vision, mission, values, objectives, strategies and policies of an organization. + Planning is done for immediate, short term, medium term and long term periods. + Itisa guideline for executios plementation. + It is a measure to check the effectiveness and efficiency of an organization. 2. Organizing ‘+ Organizing involves determination and grouping of the activities. + Designing organization structures and departmentation based on this grouping. * Defining the roles and responsibilities of the departments and of the job positions within these departments. + Defining relationships between departments and, job positions, * Defining authorities for departments and job positions. 3. Staffing + Itincludes manpower or human resource planning, * Staffing involves recruitment, selection, induction and positioning the people in the organization. * Decisions on remuneration packages are part of staffing, * Training, retraining, development, mentoring and counseling are important aspects of staffing. ott includes performance appraisals and designing and administering the motivational packages. also 4. Directing + It is one of the most important functions of management to translate company's plans into execution. + It includes providing leadership to people so that they work willingly and enthusiastically. * Directing people involves motivating them all the time to enthuse them to give their best. + Communicating companies plans throughout the organization is an important directing activity. «Tt also means coordinating various people and their activities. + Directing aims at achieving the best not just out of an individual but achieving the best through the groups or teams of people through team building efforts. 5. Controlling TECHNICAL PUBLICATIONS Anup trust fr kroneManagement 1-4 Introduction to Management Concepts and Managerial Skill + It includes verifying the actual execution against the plans to ensure that execution is being done in accordance with the plans. + It measures actual performance against the plans. + Itsets standards or norms of performance. + It measures the effective and efficiency of execution against these standards and the plans. + It periodically reviews, evaluates and monitors the performance, + If the gaps are found between execution levels and the plans, controlling function involves suitable corrective actions to expedite the execution to match up with the plans or in certain circumstances deciding to make modifications in the plans. [4] types of Planning and Steps in Planning [23] Planning + Planning is the process of thinking before doing. + Planning is deciding in advance what to do, how to do, why to do, where to do and who will be ? + Planning can be defined as the set of steps to do the particular activity or activities in systematic manner. + Success of the project or work depends on the quality of planning, [7-42] Steps in Planning + The steps involved in planning process described as follows : are 1. Identification of problems and awareness of opportunities. Establi ing objectives. Establishing planning premi Determining alternative courses. Selecting ideal courses of action. Formulation of plans. N2eeep Follow-up. ‘Types of Organization, Steps in Organizing + An organization is a group of persons united to achieve any task. + Organization may also be defined as a group of to facilitate efforts to achieve the common aims and objectives. Types of Organization 1. Line organization. activities and resources 2. Functional organization. 3. Line and staff organization. 4. Project organization. 1. Line organization : + Itis also called as scalar organization + Itis the vertical type of organization structure. + Also called as military type because similar form of organization in the military. + Line organization is the oldest and simplest type of organization form. + Ithas a chain of authorities, one above the other. 2. Functional organization (Staff organization) : + Itis also called as horizontal organization. + There is grouping of activities as per functions. + Specialization of function is the characteristics of this type of organization. + Each group is performing a specific task. E.g. milling department is only performing milling operation, may be on different products. + Function is the same and so the people are specialized in that. + Also called as functional organization. 3. Line and staff organization = + Itis combination of line and functional organization. + It is horizontal and vertical both in structure. + Organization will be successful only when there is joint work of managers and executers. + This form of organization shows characteristics of line type at certain places and it is also functional one wherever it is desired. 4, Project organization : TecHwicAt PuBticanons! ‘An ap tus fr kronieageManagement 1 Introduction to Management Concepts and Managerial Skils + Itis an inter-organizational team pulled together for a specific purpose. + Team members are drawn from the organization's functional units to perform a specific task ie. Project + The organization is temporary in nature. + It is formed for the project purpose only. + When such a team is organized, then in an original organization “matrix” type structure is formed. Steps in Organizing + Following are the steps in organizing : 1. Objectives/Aims/Goals are determined + Before we start must know our goals. ‘+ This step in organization defines path of actions. + Due to this initial step, we get guidelines 2. Formulating supporting policies and plans = + Skeleton of policies of necessary for satisfying goals. + Plans initiate actions in an organization. ‘+ Support of policies and plans strengthens focus towards defined objectives. 3. Identifying and classifying necessary activities : + Numerous activities are listed down. + To avoid variation and differentiation, their classification is necessary. + Activities can be considered as per their nature and scope. 4. Grouping these activities in the best way : + Identified and classified activities are sequentially arranged + Grouping is done as per the resource availabilities, priority in work and importance as well. + Grouping helps to assign people on them. 5, Assignment of duties + Activities/duties are assigned to people with us. + Care is taken to satisfy both i.e. requirement of work and human needs. + Overlapping, underutilization and overloading are avoided while assigning duties. 6. Horizontal and vertical relationships of authority and responsibility : + Organization will never work without clear-cut identification of authority and responsibility. + For performing duty, authority is important. + To complete the function, responsibility is must TECHNICAL PUBLICATIONS" ‘An up tut for now‘Management at a2 as a4 as as a7 as Muh Iypes of business ral 2] manufacturing c]service a] Planning ¢] Organization What is management ? [a] Channelizing roduction The art of getting things done by people is called as organization direction What is process of management ? a] Planning Controlling Policy making in an industry is a role of [a] management ¢] public What are characteristics of management ? [a] Clear der ned objective [c] Shared environment Business firm produce and supply wide v money entities Oh TS TeCm Ali 1-6 Introduction to Management Concepts ard Managerial Skills nt [b] trade [a] all of the above is the function of putting together the different parts of enterprise into working order. [B]itenagamanié 4d] Administration [B] Administration [d] Getting work done from others 'b] management d] staffing, [b] Organizing [d] All of the above [bJadministration ‘d] workers [E] Coordinating activities with people [d] All of the above of goods and required by the society [B] services [4] social services TECHNICAL PUBLICATIONSManagement 1-7 Introduction to Management Concepts and Managerial Skils Q.9 Which type of industries involves large investment and a high level of automation process. [a] Village [c] Large scale Q.10 The function of administration is__. [a] Decision making [c] Controlling and ensure discipline [a] line organization [ec] functional organization b] Small scale [4] Medium scale 1b] Policy making 'd] All of the above In type of organization the sub ordinates receive orders from their immediate boss. 'b] line and staff organization [4] product organization Q.12 When a group of people are pulled together for a special task then performed structure of organization is called organization. [a]project [ec] functional [b}line [a] line and staff @.13 Which is the factor responsible in the selection of type ownership ? [a] Capital required [e] Types of business Q.14 Which statement is wrong ? [a] Organization is a group of working people b] Ithas aims and objectives [c] Organization has no boundaries [4] Organization is a system {b] Scope of business djAll Q.1 Which is not the correct disadvantage of line organization ? [a] Poor performance [b] Lack of specialization [c] Overlapping of activities [4] Nobody is overloaded TECHNICAL PUBLICATIONS" An ue tue fr knowledge‘Management 1-8 Introduction to Management Concepts and Managerial Skills Q.46 Which is not the correct disadvantage of staff organization ? [a] Discipline is lacking [b] Lack of specializations [c] Ego of specialty [4] Difficult to handle experts Q.17 Principles proposed by ___are very useful for the contemporary managers to manage their work efficiently effectively. [a] controlling, [b] organising [e] directing [4] planning 9.18 Communication, Leadership and Motivation are sub functions of cting [b] decision making, [c] coordinating [a] controlling Q.19 Functions of controlling are 2 [alestablishing standards 1b] measuring performance [c] taking corrective actions 'd] all of the above Q.20 What is Organization ? [a] Formal structure [b] Coordinating activities [c] People working together with common goal [d]Shared environment Q.21 The process of establishing the orderly use of resources by assigning and coordinating tasks is called as [a] decision making (b] organizing [e] planning [a] controlling Q.22 Line organization is also called ____? [alline and staff organization 'b] scalar or military organization [e] functional organization [d] project organization TECHNICAL PUBLICATIONS". An up thus fr bromideManagement Q.23 Advantages of line organization ? al Q.24 Disadvantage of line organization ? fl D a Simple and easy structure Simple division of authority Lacks in employee specialization High skilled people are required Not suitable for large organization All of the above Q.25 The management of interdependence in work situations is known as al Q.26 Advantages of line staff organization ? fa] a Q.27 Disadvantages of line staff organization ? organizing coordinating Responsibilities are fixed Low wastage due to high skilled employee [a] Discipline maintaining is difficult Requires more cost Q.28 Functional organization is specialized in [a] Hierarchy of organization [c] Structure of organization Q.29 Advantage of functional organization 2 [a] Specialization can be done [ec] Cost of structure is more {d] Better quality of products can be produced Q.30 Line organization is suitable ? al ) (el d Small organizations Medium organization Large organization None of the above 19 Introduction to Management Concepts and Managerial Skils [b] No confusion and high discipline [4] All of the above 2 [b] decision making. [4] controlling [b] Division of work is easy [d] All of the above [b] Confusion may arise structure [4] All of the above [b] Functions of organization [4] None of the above [b] High qualified people required TECHNICAL PUBLICATIONS” An wp trust fer romeoManagement 1-10 Introduction to Management Concepts arat Managerial Skis ast is recruitment of right people at right place in an organization. [a] Planning [b] Organizing [e]statfing [a] Controlling, Q.32 A process of solving the problem or finding out the new business opportunity is called as ? [a] Directing [b] Decision making [e] Coordinating [A] Controlling .33 _ can be called as leading, motivating and so on. [a] Planning [bl Organizing [e] Controlling [a] Directing Q.34 A very few number people work at level [a}tow level [b] middle level [e]top level [A] tactical level Q.35 A very large number people work at level. [allow level [b] middle level [c]strategic level [4] tactical level a6 skill is needed at the top level management. [a] Technical [b] Conceptual and technical [e] Conceptual [4] Conceptual, technical and human Q.37 Which of the following post comes under middle level management ? [a] Director [b] Branch manager [c] Foreman [d]Supervisor Q.38 Top level is know as because all important decision related to whole organization is taken by top management. [a] Strategical level [b] Tactical level [c] Operational level [d] All of above TECHNICAL PUBLICATIONS" - An uo tut for inom‘Mangement bn Introduction to Management Concepts and Managerial Skil Answer key for Multiple Choice Questions Qa d Q2 b Q3 d Qa b Qs d a6 b Q7 d Qs b Qo © Q.0 d on a Qn c Q13 d Qu © Qas a Q16 b Qa7 d Qs a Qu9 a Q20 c Qa b Q22 a Q23 a Q24 d Q25 © Q.26 a Q27 a Q28 b Q29 d 30 a Q31 < Q32 b Q.33 a Q34 © 35 a 2.36 d Q37 b Q.38 a qaqa TECHNICAL PUBLICATIONS". Anup tt er knonedeUNIT - II Planning and Organizing [22] Planning by Supervisor + The four main functions of a supervisor are planning, leading, controlling. To understand the role of supervisor, it is first critical to understand that supervisor duties are distinctly different from manger duties. organizing, + If there is an overlap between these distinct duties, the organization can suffer in efficiency, cost and productivity. + Supervisors plan goals and the steps needed to meet them, Steps toward goal fulfillment must be measurable or observable to facilitate productive progress and to evaluate rate and success of progress. Skills needed for Supervisor : 1. Communicating Decision making, Delegating Meeting management Problem solving Planning Nageen Time and Stress management [22] Panning Activities, Detailing and Following of Each Step + Goals can be established for a variety of reasons, for example, to overcome performance problems, qualify for future jobs and roles, take advantage of sudden opportunities that and/or give direction to training plans. arise + Goals provide clear direction to both supervisor and employee. They form a common frame of reference around which the supervisor and employee can effectively communicate, They clearly indicate success, and can facilitate strong sense of fulfillment for employee and supervisor. + Supervisor s are responsible for 1. Aligning individual performance expectations with organizational goals 2. Developing performance goals collaboratively with their direct reports 3. Ensuring that performance goals are clearly communicated and current 4. Providing fair, constructive, and timely feedback towards performance expectations and goals 5. Providing assistance, guidance, and coaching support as needed 6. Ensuring that staff development plans in place have _ professional 7. Conducting performance evaluations according to established systems and policies Prescribing Standard Forms for Various Activities 1. Communicating Expectations + In order for employees to understand what is expected of them, you should communicate expectations in terms of behaviors by explaining what it “looks like or sounds like” when an employee example, behaving “professionally, co-workers with “respect,” or being “accountable” for his or her work, is, for treating + Expectations are set by the organization in the form of performance standards: conditions that exist 2-1)Management Planning and Organizing when the job is performed acceptably in terms of quality, quantity, time, cost, impact, and process or method of doing. They are generally based on the organization, not the person in the job. They are different from specific goals which are set for an individual, and change over time, rather than the job. They enable individuals to differentiate between acceptable and unacceptable results. Setting Goals Goals can be established for a variety of reasons, for example, to overcome performance problems, qualify for future jobs and roles, take advantage of sudden opportunities that arise and/or give direction to training plans. Goals provide clear direction to both supervisor and ‘employee. They form a common frame of reference around which the supervisor and employee can effectively communicate. They clearly indicate success, and can facilitate strong sense of fulfillment for employee and supervisor. . Work Study Work study is the systematic study of an operation or process to ensure the best possible use of the human and material resources available. The prime aim is to improve productivity. The application of work study to a department or company is made to improve the existing method of operation, as a result change will occur which will affect all personnel - irrespective of status. Objectives of Work Study 1) Ithelps in the optimum use of plant, equipment, manpower and material. 2) It helps in. establishing the performance. standard of 3) Ithelps in developing efficient work methods. 4) It helps in establishing the most efficient and effective utilization of human effort. 5) It helps in synchronizing various resources like men and machine. 6) Ithelps in the evaluation of human work. 7) It helps in efforts improvement. towards productivity 8) It helps in the elimination of wasteful efforts, useless material handling, ete. 9) It helps in standardization job-simplification and work [24] Buageting tor Materials and Manpower Material Management + Materials management is an integrated functioning of the different sections of a company dealing with the supply of the materials and other related activities so as to obtain maximum co-ordination and optimum minimum expenditure on materials. + Materials. management involves controlling the type, amount, location, movement, timings of purchase of various materials ete. used in industrial concern, + Materials management starts with the determination of quality and quantity of materials and ends with its issuance for production to meet the consumer requirement as per schedule at competitive minimum price. Manpower Planning + Manpower planning is related to following activities. a) Establishing and recognizing future job requirements. b) Assured supply of qualified participants. ©) Development of available manpower eg. training, experience and carrier planning. ) Effective utilization of available work force. ‘Organizing the Physical Resources + Supervisors organize the processes and working groups or teams through which goals will be met. This includes allocation of resources, staffing and scheduling. TECHNICAL PUBLICATIONS! An up trust fr mowicno‘Management 2-3 Planing and Orga + The new concept for management of physical resources is need-based and not grant based, ie. the plan is prepared in accordance and with the actual needs of the school. The institution's physical resource management plan seeks improvement in all directions and it must include school improvement projects in the form of action research + Organizing systems arrange their according to many different principles. In libraries, museums, businesses, government agencies and other long-lived institutions, organizing principles are typically documented as cataloging rules, information management policies, or other explicit and systematic procedures so that different people can apply them consistently over time. resources + In contrast, the principles for arranging resources in personal or small-scale organizing systems are not usually stated in any formal way and might even be inconsistent or conflicting. [Zs] Matching Human Need with Job Needs 4. Job content : + The work that the employee does every day is also a significant factor in job fit. Does the employee get to do the things that she loves to do? Does the job utilize her strengths? Does the work fulfil her needs and allow her to live a job that is congruent with her values? Job content is important in identifying job fit Match + Skills match is the degree to which a candidate's educational background, technical skills, previous job experience, and particular expertise matches those required for the position. + There are many job positions that demand specific sets of knowledge or technical skills. Research has shown that people charged with selecting for these positions are often tremendously biased. 3. Job Match + Job match is an integral part of a candidate's actual on-the-job success, Job match refers to how well an. individual's cognitive abilities, interests, and personality traits match those required for success in a particular job. toward thinking that expertise highly important. Allotment of Tasks to individuals and Establishing Relationship among Persons Working in a Group + One major responsibility when leading a team is task allocation to each person on the team. This requires making decisions about who is capable of performing specific tasks for a successful project. + To make these decisions effectively, the team leader must make judgments concerning : a) One or several tasks that must be completed b) Which employees in the department is able to complete the tasks ©) Finding the best fit to achieve project goals + Generally, this means the team leader needs to combine people and tasks. Maintaining proper staff levels is also important when allocating work assignments. + Motivating the team can be as simple as involving them in decisions such as how work is allocated. Team leaders can also ask if members want to learn a new skill before starting on a new project. + Morale is boosted when the company shows an interest in their professional development. In addition, cross-training can also guarantee that coverage is available for different tasks when others take time off from work. Task Allocation ~ Take all existing tasks and divide them among all available workers, so that each of them had the same work load. To do this, start with tasks estimation and scheduling, and then assign developers to them. Task Scheduling ~ Specify when specific tasks should be done. Task Assignment - Just say who should work on a particular task. TECHICAL PUBLICATIONS! An up te! kroneManagement 2-4 Planning and Organic a4 a2 a3 as as a6 ar Deciding in advance what to do, how to do and when to do i [a] decision-making [B Jorganizing {c | planning 'd) motivating is an activity which defined the steps of how and when work will be done effectively [b | Planning [e]Organizing [E]controtling irecting Which is the appropriate reason of failure of good plan ? [a] Insufficient data ’b | Lack of knowledge [e] Over confidence [4] All of the above Which of the following process includes the activities of planning, scheduling and controlling material ? [a] Material management Resource management b] {g] [c] Resource planning ERP Which of the followings are the aims of material management ? a | Continuity of supply b | Low payroll cost [c] Higher inventory turn over [d ] All of the above is defined as set of steps to do the particular activity or activities in systematic manner. [a] Organizing [b) Decision making [c] Planning [d]Controlling A process of solving the problem or finding out the new business opportunity is called as ? [a] Directing [b] Decision making [e] Coordinating [d] Controlling Q.8 Types of decision based on levels of management are 2 [a strategic decisions [B]tactical decisions [c] operational decisions dJall of the above TECHNICAL PUBLICATIONS" An up trust rowigeManagement ba Planning and Organi Q9 Policy making in an industry is a role of [a] management b] administration [e] public d] workers Q.10 Grouping the activities or operations of an enterprise into various units is referred as_. [alcentralization [0 departmentation [e]delegation dj communication Q.11 Which is not the type of departmentation ? [a] By product 'b] By function 4d] By material pattern Q.12 Which are factors in which span of control depends ? [a] Trained and experienced subordinates [Type of work ‘apacity of executive or manager [d] Allof the above Q.13 Sense of responsibility increases due to provided by seniors. [alauthority ‘b} responsibility d] leading Q.14 In EOQ, ‘cost-unit price x annual consumption volume [a] consumption [b] protection [c] investment d] none of these Q.45 Which is not the advantage of globalization ? [a] Competition b] Foreign investment [e] Loss of culture d }None of the above Q.16 Which of the following is the advantage of effective decision making ? [a]No delays [b] Quick actions d] All of the above Q.17 Planning is based on : [a] decision-making 1b] forecasting organizing TECHNICAL PUBLICATIONS". Anup tt for knowledgeManagement 2-6 Planning and Organizing Q.48 Planning do not consider : [a] choice [b] communication [c] machine 4] coordination Q.19 Planning is: [a]looking ahead [b] guiding people [e]delegation of authority _[d] fundamentals of staffing Q.20 Single use plans are : [2] applicable in non-recurring situation b] deals with recurring situations [e]budgets 4d) strategic Q.21 The limitations of planning are : [a] proper environment 'b] planning premises [c] wrong information d] feasibility 0.22 Budget refers to [al planned target of performance [b] steps of handling future activities [e] systematic action and allocation of resources d] statement of expected results expressed in numerical terms Q.23 Which of the following indicates the importance of planning ? [a] Makes way for orderly activities [b] Provides a basic for control in an organization [e] Reduces risk of uncertainty 4] All of the above Q24 plans have clearly defined objectives [a] Directional [b] Flexible [e]Specitic ‘d] Standing Q.25 Selection devices must : [a] be explained 'b] match the job in question [c] to be cost-effective 'd] none of the above TECHNICAL PUBLICATIONS An up tt or noesManayement 2 0.28 Staffing refers to: Planning and Organizing [a]Measuring performance _[b] Managing the positions [c] Management in action ‘d] Management factory Q.27 Functions of a supervisor is to ‘a | Communicate orders [b] Enforce safety Handle grievances d] All of the above Q.28 Which of the following process serves the purpose of selling the organization to the candidate ? [a] Recruitment process 1b] Selection process [c] Development process [d] Training process Answer Keys for Multiple Choice Questions q € Q2 b 4 Qa a a Q6 € b Qs a v Quo ’ 4 Qn a a Qu a Que a b Quis c a Q20 a a Qa ic 4 Q23 é € Qs b b Q27 4 b gaa TECHNICAL PUBLICATIONS" Anup tht for KromeUNIT - IIT Directing and Controlling 3. Evaluating and Assessing - An action plan that [Ea] Needs for Directions and Instructions benefits an organization must be closely to Subordinates ; Completeness and Feasibilities of Instructions reviewed over and over again. Areas of ‘+ Supervisors lead by providing the motivation and improvement must be constantly monitored and inspiration to work effectively toward the goal and changes have to be correlated to actions. The the individual objectives for reaching the goal. evaluation and assessment part is ongoing and + Supervisors control by understanding the corporate requires the collaboration of all employees process they work in and by insuring that all parts equally. of a project or work routine are functioning in | 4, Motivation and Feedback - Good supervisors keeping with the corporate process they are part of encourage their teams through incentives, with little deviation from the organizational agenda. feedback, coaching/training opportunities, and with chances to move forward within the organization. This makes employees want to work harder and more productively. © The main, or major, functions performed as a supervisor refer to the most important roles that an ‘organizational leader is meant to perform. ‘+ The ultimate goal of these important roles is to comply with the mission and vision of an organization, and with the goal that the organization aims to attain. This being said, the « Therefore, the major roles of a supervisor involve both the organization and those who constitute its major body of work. major roles of a supervisor include [Ez] rersonai counselling Advanced Predictions 1. Planning and organizing - This entails putting of Possible Mistakes forth an action plan that tasks specific employees | * Performance is understood as achievement of the to conduct duties related to their line of work. organization in relation with its set goals. It includes This taps onto each employee's abilities, making | outcomes achieved, or accomplished through them ‘buy into’ the action plan itself, and | contribution of individuals or teams to the making them feel as part of the whole. organization's strategic goals. 2. Enforcing and Monitoring - Although | » The term performance encompasses economic as supervisors do not directly have to monitor and well as behavioural outcomes. enforce rules, they certainly have to explain | « Performance has a linkage with the individual what are the expectations of the organization potential and how best it is realized by the and which are some ways that these expectations | individual. With regard to manage, his/her potential can be met. For monitoring and enforcing, a becomes the input to the productive process and supervisor may want to delegate a team or other | performance is the output. employees to act as midpoints between the employees and management. 1)Management Directing and Controlting ‘+ Managee’s Potential is determined when a set of tasks are assigned to him. It is also related to performance standards set [Ea] Etaborating Decisions, Laying Disciplinary Standards in Overall + All the personnel serving in an organization must follow discipline. Discipline is obedience, application of behavior and energy shown by an employee. + Discipline may be self employed or command discipline. pline can be obtained lower remuneration, dismissal, demotion of position. While applying such circumstances proper proof should be taken into account. + Employee discipline is defined as the regulations or conditions that are imposed on employees by management in order to either correct or prevent behaviors that are detrimental to an organization + The purpose of employee discipline is not to embarrass or degrade an employee. The purpose to ensure that an employee performs in a manner that is deemed acceptable by the organization. ‘Managerial Control ; Understanding Team and Link between Various Departments in Respect of Process and Quality Standards ; Steps in Control Process Control System + During the process of control, supervisor setup control systems ‘+ A control system is a set of mechanisms designed to increase the probability of meeting organizational standards or goals. + Commonly used controls in any organization are - a) Financial and budgetary control b) Operations control ©) Marketing control 4) Rand D control e) Human resource control £) Quality contro! g) Inventory control Now a days, control is exercised over every aspect of an organization’s functions. From management performance to the activities carried on at shop-floor, ‘Steps in Controlling + Basic steps in control process are shown in Fig. 3.4.1. Determine area of control Fig. 3.4.1 Steps in control process Step 1: Determine areas to control Step 2: Establish standards Step 3: Measure performance Step 4: Compare performance Step 5: Take action 'ypes of Control 1, Feedback control + Feedback control is post control action. Feedback control is process of correcting future action on the basis of information about past performance. 2. Feedforward control + The feed forward control involves evaluating inputs for corrective active action before a_ particular operation takes place. TECHNICAL PUBLICATIONS” ‘An up ts bronladoManagement Directing and Controlling [E53] controtting Methods ; Control Over the Performance in Respect of Quality, Quantity of Production, Time and Cost Measuring Performance, Comparing with Standards, Correcting Unfavorable Deviations Controlling Function ‘+ Controlling function is directly related to planning ; managers monitor the results to ensure achievement of targets laid in the plans, + Control reveals deficiency in plans and leads to revision of plans. Controlling provides feedback to the plans by pointing exceptions or variations in the planned performance. It is largely the exceptional cases that are brought to the notice of managers so that future plans can be altered. + Control is not possible unless plans are made. Similarly, planning is not possible unless control system checks deviations in the performance. Planning and controlling are, therefore, inter- connected. While planning provides basis for controlling, controlling provides the basis for planning. Rest of the managerial functions- organising, staffing and directing are intermediate and performed according to plans. ‘+ Control function evaluates the present and takes actions to regulate the future, It prevents occurrence of undesirable actions in future. + Control is, thus, both looking back and looking ahead. It reviews the past actions and takes corrective actions for failures. It avoids occurrence of undesirable events in future by taking lessons from the past. * The events which have already taken place, however, cannot be corrected unless corrected at the feed forward or concurrent stages of control Objectives of Controlling + Controlling is very significant in any organization. 1. Controlling improves co-ordination among employees. Controlling helps boosting employee morale. 3. Controlling provides reviews, revise and update of plans. 4. Controlling improves efficiency effectiveness of the organization. and 5. Controlling helps to implicate adjustments operations. 6. Controlling function psychological pressure an individual for better performance. [53] Measuring Performance + When standards have been set some, mechanism must be devised and installed for each activity to check and measure it with the standard. creates + Monitoring or measuring performance is a vital part of control because it is not possible to control an activity if it is not constantly monitored or measured. + For a given standard, a manager must decide how to measure actual performance. ‘+ Most managers strive to report performance based on quantitative data. Since such data tend to be relatively objective and easy to evaluate. But many important aspects of performance are difficult to measure quantitatively. + Most organizations use combinations of both quantitative or qualitative performance measures in carrying out control process. ‘+ Managers must also decide how often the data must be collected. It depends on type of organization ‘+ In some cases managers need to contro! data on a daily, hourly or even more frequent basis. In some cases, weekly, monthly, quarterly, semi-annual data may be sufficient. + The period of measurement generally depends on how important the goal is to the organization. [E54] comparing with Standard ‘+ Managers compare the performance of department under control. They try to understand the causes of deviation of performance. Necessary reports are then prepared for corrective action. [53] correcting Unfavorable Deviations ‘+ After measuring and comparing performance to standards. Managers take some action. The action can be - a) Corrective action b) Recognize performance. ©) Change standards and measures. TECHNICAL PUBLICATIONS! ‘Anup thst or irowedgeManagement 3-4 Directing and Controlling PUTT) CO ermal Cot Q.1 Too little Inventory increases the risk of : a] out of stock condition [b] more stock [e] theft [a] can't predict Q2 ____ is the process of operations, verify conformity with the predetermined plan and takes corrective action, [a] Coordinating, [b] Forecasting [c] Organizing [4] Controlling Q.3 The process of monitoring, comparing and correcting is called [a] coordinating [b] controlling c}leading [4] organizing Q.4 What are objectives of Inventory management ? [2] To meet demand of raw material [b] Minimize lead time [E] Minimizing inventory carrying cost 4d] All of the above Q.5 The functions of material management are [2] procurement of materials [b] receiving of material [c] warehousing, [dJall of the above as Function can be defined as procuring different types of material for an organization from sources. [a] Production [b] Quality [c] Purchase [4] None of the above Q7 Variance report is the difference between outcome of the company [2] material cost and labor cost [b] planned budget and actual budget [e] cash budget and fixed budget 4d] purchased budget and overhead budgetManagement 3-5 Directing and Controlling Q8 Motivation based on force is called as [a]negative motivation 1b] positive motivation [d] intrinsic motivation Q9_ In automobile industry, departments can be on the basis of [al territorial [b] product [el customer d] process Q.10 Which is a part of Material management [a] Inventory management 'b] Marketing management Both A and B 4] None Q.11 Economic order quantity provides the__ number of units to order. [a] minimum [b) maximum [c]optimum d] none of the above Q.12 Non-financial incentives have many things to do with : [al directing 'b] motivation [c] planning 4] organising, Q.13 Recruitment covers : [a] selection [b]job analysis ‘d] none of the above Q.14 Training is the process of : [a] motivation 'b] increasing knowledge and skill J employee recommendations. Q.15 The primary aim of recruitment and selection process is to__. [a] meet the high labour turnover [b] hire the best individuals at optimum cost [c]ensure the availability of surplus in case of sickness and absence [4] none of the above. Q.16 The characteristics of direction include : [a] guiding b] motivating 4] performance appraisal TECHAICAL PUBLICATIONS" An up tus fr kromindgeManagement Directing and Controlling Q.17 Direction i [aldiscrete process [e]circular process Q.18 The techniques of direction excludes {alan alternative device of communication Q.19 Control is a: [alstatic activity [c] pervasive function Q.20 The objective of control is : [a] take corrective actions repare manpower planning Q.21 Detecting irregularities is possible through = [alcontrolling [e] decision-making Q.22 Deviation is a term used in: {al controlling [eldirecting Q.23 Controlling plays an important role in helping : [a]increase the costs {clidentify opportunities [Blcortinuous process [supervisory process [b] supervisory techniques [a] standard practices and procedures {b] plan [a] all of the above [b] make plans [4] influence and persuasiveness [b] staffing [4] planning [b] motivation [stating [b] fixing standards {a [a] time management Q.24 The process of monitoring performance monitoring it with goals and correcting any significant deviations is known as [a] planning leading organising [d| controlling Q.25 Influencing others to work willingly toward achieving the firm’s objectives is : [a] organizing [e]leadership [E) motivation [d] management TECHRICAL PUBLICATIONS" ‘An up ts er notaManagement 3-7 Directing and Controling .26 Which of the following concept refers to the process of ascertaining qualifications, experience, skill, knowledge of an applicant with the purpose of determining his/her suitability for a job 2 [a] Staffing [b] introducing [e] Induction 4] Selection Q.27 Identify the second element in the selection process [2] Organizational objectives Job design and job description [=] f=) Job specification Selection Q.28 The focus of human resource management revolves around [a] machine 'b] motivation [e] money [] men Answer Keys for Multiple Choice Questions Qu a Q2 d Q3 b Qa d Qs a Q6 © Q7 b Qs a Qs b Quo a Qu c Q12 b Qus b Qu b Qas a Qa6 a Qu7 b Qs c Qa9 c Q.20 a Q21 a Q22 a Q23 c Q24 a Q25 c 2.26 a Q27 b Q.28 a Qo0 TECHBICAL PUBLICATIONS! An up Brust or noloUNIT -IV Safety Management [B21] Need for Safety Measures 1. To prevent accident in the plant by reducing the hazard to minimum, 2. To eliminate accident caused work stoppage and lost production. 3. To achieve lower workmen's compensation, insurance rates and reduce all other direct and indirect costs of accidents. 4. To prevent loss of life, permanent disability and the loss of income of worker by eliminating causes of accidents. 5. To evaluate employee's morale by promoting safe work place and good working condition. 6. To educate all members of the organization in continuous state of safety mindless and to make supervision competent and intensely safety minded [42] General safety Norms for an Industrial Unit; Preventive Measures [22] General Safety Norms for an Industrial Unit These safety and industrial hygiene rules and instructions are designed for knowledge of the recognized and established safe practices and procedures that apply to many of the work situations, 4. For traction drivers : 1. Drivers must wear seatbelts. Approved passengers must also wear seatbelts. 2. Never jump out of the vehicle. 3. When entering and exiting cab, always have three points of contact with your vehicle; two hands and one foot or two feet and one hand. 4. Always use three points of contact when entering or exiting a vehicl 5. During the winter months, always keep sand or kitty litter in your vehicle. Before exiting the cab, it should be applied to the area outside your cab to improve traction. 6. Proper footwear is required, no cowboy boots or heels. 7. Check all wheels for missing lug nuts. 8. No headsets or earphones may be worn while driving. 9. Keep the interior of your vehicle free of trash. 10. Avoid sudden or jerky starts or stops. Make allowance for momentum of the vehicle weight. 11. Before negotiating turns, speed shall be reduced toa safe level 12. safe distance, approximately three vehicle lengths, shall be maintained between moving vehicle. 13, No smoking in any agency owned vehicles. 2. In general machine shop : 1. Be sure that all machines have effective and properly working guards that are always in place where machines are operating 2. Replace guards immediately after any repair. 3. Don’t attempt to oil, clean, adjust or repair any machine while it is running, stop the machine and lock the power switch in the off position, 4. Even after the power is off, don’t leave the machine until it has stopped running. Some one else may notice that it is still in motion and be injured ayManagement 42 Safety Management 3. For all employees : 5. Don’t operate any machine unless authorized, to do so by the instructor or under his supervision. 6. Don’t try to stop the machine with your hand or body. 7. Always see that work and cutting tools on any machine are clamped securely before starting. 8. Keep the floor clean of metal chips or curls and waste pieces, put them in container provided for such things. 9. Don’t operate machinery when the instructor is not in the workshop. 10. When working with another worker only one should operate machine or switches. 11.Don't rest against the machine. 12.Concentrate on the work and don’t talk unnecessary while operating machine. 13.Don't talk to others when they are operating a machine. 14, Get first aid immediately for any injury. 15.Be sure you have sufficient light to see clearly check with the supervisor if you don’t enough. 1, USE COMMON SENSE! Most accidents can be avoided by using common sense and concentrating on the job to be done. Always be aware of your surroundings and what is going on around you. SAFETY IS A FULL TIME JOB!!! 2. It is each employee's responsibility to maintain personal hygiene, particularly when working with hazardous chemicals. 3. Horseplay, wrestling or throwing any item in play is forbidden while on the job. 4, DONOT remove any lock, tag or flag unless you placed it, and only after you are sure all personnel are in the clear. 5. DO NOT remove any DANGER or CAUTION sign unless you placed it, and then only after you are certain the dangerous condition has been corrected. 6. If a lock, tag or flag must be removed and the person who placed it, cannot be found, check with your supervisor who will take the proper steps. 7. Be aware of all articles of clothing, jewellery or hair that may be in the way of performing your job safety. 8. DO NOT make adjustments to machinery unless you are authorized to do so by your supervisor. 9. KEEP HANDS IN THE CLEAR!!! The only way to assure not losing a hand or finger in a machine is not to place it where moving parts may strike you, or become jammed against a fixed object. 10. Make sure you have the proper hand protection. 11. Obey all NO SMOKING regulations. DO NOT smoke in the immediate area where flammable chemicals or products are being used. 12. All employees shall know the locations of the FIRE EXTINGUISHER and how to use it properly. 4. Clothing and Safety equipment : 1. Always wear safety glasses, or face shields designed for the type of the work operating any machine. 2. Wear safety shoes if heavy work is being done. 3. Wear clothing suited for the job, wear shoes with thick soles. 4. Don’t wear rings, watches, braslets or other jewellery that could get could get caught in moving machinery. 5. Don’t wear neck ties or loose turn clothing of any kind. 6. Wear shirts or uppers with sleaves cut off or rolled above the elbows. 7. Always remove, gloves before turning on or operating a machine. If material is rough and sharp then gloves must be work place or handle material with machine turned off. An up tet er ldoManagement 5. House keeping : 1 5. 6. 6. Welding and Cutting : i 4:3 Keeping floor free of oil, grease or any other liquid. Clean up spilled liquid immediately. They are sleeping hazards. Aisles should be clear, at all time to avoid tripping of other accident. Store materials in such a way that they cannot become tripping hazards. Don’t leave tools or work on the table of a machine even if the machine is not turning. Tools or work may fall off and cause the fact of injury. Put tools away and safe when not in use. Place the scrap box properly. Move the workpiece to a safe location for carrying out hot work. Remove nearby combustible materials (such as flammable liquids, wood, paper, textiles, packaging or plastics). Protect nearby combustible materials that cannot be moved. Use suitable guards or covers such as metal sheeting, mineral fibre boards or fire- retardant blankets. Check that there are no combustible materials hidden behind walls or in partitions, particularly if the welding or cutting will go on for some time (some wall panels contain flammable insulation materials, e.g. polystyrene). Use flame-resistant sheets or covers to prevent hot particles passing through openings in floors and walls (doorways, windows, cable runs, etc). If the consequences of a fire are severe, e.g. work inside ships, you may need to appoint a fire watch during and after the work finishes. It is normal to maintain fire watch for 30 minutes after hot work finishes. Prevent flame, heat, sparks or hot spatter from landing on the hoses. Safety Management 8. Use the correct lighting-up procedure. Purge the hoses before lighting the torch to remove any potentially explosive gas mixtures. Use a spark igniter and light the gas quickly after turning it on. Make sure the blowpipe is fitted with spring- loaded non-return valves. 10. Use the correct gas pressures and nozzle size for the job. + Following preventive measures are employed : 1) Safe working methods 2) Proper selection of workers 3) Training for safe working 4) Accidents prone areas 5) Use of safety devices 6) Safety program 7) Safety provisions 8) Promoting safety awareness in employees [43] Definition of Accident, Types of Industrial Accident; Causes of Accidents Accident is an unfortunate and sudden mishappening which causes damage or loss of property, material or human. 'ypes of Industrial Accident (A) Based on severity, durability and degree of injury : 41. Minor accidents : + Less harmful in nature to the worker + Preventing employees from working, for the period less than 48 hours from the time of accident. + Not necessary to report to higher management An up tt nogManagement 4-4 Safety Management 2. Reportable accidents : * Injuries caused to the worker prevent him from working for the period of 48 hours or more. * Supervisor should do reporting to the higher management. * Accident is little complicated than the minor accident, 3. Fatal accidents : + Itresults into death of the employee, + Its reporting to the top management, legal bodies and police is must. 4, Accidents due to dangerous occurrences : + Explosion, fire, leakage may be the reasons for such accidents. + Man as well as property can be damaged. 5. Internal accidents : + Injuries without showing external signs (eg. fractured bones) are called as internal accidents. 6. External accidents > + Injury with external signs of it is called as external accident. 7. Major accident : * Accident causing death/permanent/prolonged disability to the injured employee is called as major accident. 8. Temporary accident : * Injury after accident disables for a short period /aday/a week. ‘9. Permanent accident : + Injury after accident disables the affected worker forever. (B) Based on place of accident : 4. Construction accident : * Accident occurs at construction site. These accidents are often happening and injuries are serious. 2. Chemical plant accidents : + Exposure to chemicals is a real and everyday danger. 3. Industrial plant accident : + Industries busy in manufacturing have machineries and moving parts. Accidents occur may be due to mistakes by worker, management or situation. 4. Mining accidents : + Mines are seriously dangerous sites. Collapses of soil layers, suffocation, poisonous gases, etc. are the reasons. Causes of Industrial Accident + Industrial accidents may happen due to 1. Workers Management Unsafe working conditions Natural causes Shortcuts Overconfidence Poor, or lack of housekeeping exuaveon Starting a task before getting all necessary information 9. Neglecting safety procedures 10. Mental distractions 11. Lack of preparation [B4] Fire Hazards; Fire Drill Fire Hazards + A hazard is a potential source of harm or adverse health effect on a person or persons. + Industrial fire and explosion hazards are as unique as each industry is unique. Industrial fires and explosions cost companies and governments huge loss every year, not to mention the loss of life, which can’t be described in monetary terms. + The hazards associated with each industry are different; a hazard in one industry could be life- threatening while in another industry a fire or TECHNICAL PUBLICATIONS" ‘An up te! or nowodge‘Management 4-5 Safety Management explosion hazard could have significant financial consequences to the company in terms of property loss or continuity of operations. Control measures include actions that can be taken’ to reduce the potential of exposure to the hazard, or the control measure could be to remove the hazard or to reduce the likelihood of the risk of the exposure to that hazard being realised. Fire Drill + Fire drills are a vital part of your workplace fire safety. As important as fire alarms, fire extinguishers and fire safety signs, they are an indirect, but equally significant, form of fire protection and aim to protect everyone who works within your building from the devastating consequences of fire. commercial + A fire drill is a simulated emergency procedure which aims to emulate the processes which would be undertaken in the event of a fire or other similar emergency. +A fire drill involves creating a situation which replicates what would happen if a real fire were to ‘occur, usually with the inclusion of fire alarms, and requires your employees, and anyone else who may be within your property at the time, to evacuate. + Intended to make an evacuation in the event of a fire as simple, efficient and effective as possible, it involves running your employees through your evacuation procedures, ensuring they are familiar with the plan and are able to get out quickly and safely. Itis also intended to make sure your relevant fire warden or fire safety supervisor knows exactly What they are doing and can act as incredibly beneficial practice if their expertise is ever really needed. [2] satety Procedure 1. Develop, establish and maintain plans for safety. 2. Define policies for administration of a. safety program which will include safety training, industrial safety, safe working conditions etc. 3. Providing accident prevention guidance to staff. 4, Developing safety education, award programs to create safety awareness. 5. Reviewing documents related to safety and directions mentioned in handbooks. 6. Understanding legal systems related to accidents and deciding policies accordingly. 7. Providing safety engineering at workplace. 8. Short term and long term planning for safety factors related to technical developments and associated operational methods. 9. Formation of safety department with dedicated staff for the same functi 10. Establishing procedures of safe working 11.Checking the ground reality and finding out accident prone areas. Actions must be taken to avoid accidents. 12.Handling workman’s compensation claims and correspondences after unfortunate occasions. TECHNICAL PUBLICATIONS" ‘An wp tet er rowegoManagement Safety Management Multiple Choice Questions Q.4 What are different causes of accident ? [a] Unsafe physical conditions c] Moving objects Q2 Safety management deals with [a] loss of life c] damage to the equipment Q.3 Which is not included in the cause of accident due to worker ? a) Lack of concentration ¢] Mischievous behavior Q.4 Taking shortcuts and lack of adequate knowledge are causes of ai [a] workers [c] faulty layout or design of workplace v d ci v fl [b] Due to harmful substance 4] Alll of the above personal injury | prevention of an accident | Poor housekeeping. Overconfidence ident because of management natural disaster Q.5 When affected worker is recovered within 10 hours, then which type of accident is it ? Minor [c] Reportable Q.6 Which is not included in the cause of accident due to managemei [a] Bad habits of worker [c] Bad construction of plant Q7 Collapse of crane is a cause of accident, under which type of acci [a] Mechanical cause of accident ¢] Human error Q8 Most severe effect of in fatal accident is [a] hospitalization c] disablement Q9 Taking care while working on machinery is a [a] health provision [c] welfare provision » d v (dl | [=] [a] cy [a] | Major Fatal Untrained workers Faulty equipment ident it come ? [b] Natural cause of accident Allof the above fractures death safety provision none of the aboveManagement 4-7 ‘Safety Management Q.10 Which preventive measure industry should take to avoid accidents ? [a] Safety provision [b] Training for safe working [c] Safety devices [4] All the above Q.11 Who is responsible for “unguarded moving parts”? [a] Workers [b] Management [c] Government [4] None Q.12 If a bar bender working on a construction site meets some accident disasters during his holiday when he is called for extra work and losses his left leg. Is he eligible for any compensation ? And under what Act. [a] Not eligible and under Minimum Wage Act [b] Yes eligible and under Workman's Compensation Act {¢] Not eligible and under Workman’s Compensation Act [d] Yes eligible and under Minimum Wage Act Q.13 Accident due to management are due to__. [a] carelessness towards worker [b} lack of maintenance of plant and machinery [c]equipment for safety are not provided 'd] all of the above Q.14 Oily or greasy floors is the factor which contributes to accident due to [a] workers [b] management [c] faulty layout or design of working place [a] natural disasters Q.15 Which is not included in the causes of accidents due to unsafe working conditions ? [a] Chemical leakages [b] Suffocation at work ¢] Irregular floor heights [4] Quarrels of workers Q.16 In accident prevention, safe workplace layout does not include ¥ [a] obstruction fees passageways [b] antiskid floors separate storage of inflammable materials [d] enough height of workrooms Q.17 Which is not included in the causes of accidents due to nature ? [a] Floods [B] Gas leakage [c] Heavy rains [d] Temperature strokes TECHNICAL PUBLICATIONS" An up hast x owlgoManagement 48 Q.18 Which is the health provision ? [a] Fencing of machinery [c] Washing faculties Q.19 Which is not the effect of accident on worker ? [a] Injury to body [c] Loss of job Q.20 No smoking the factor is an example of Safety Management, [b] Cleanliness [4] None of the above [b] Production stoppage [4] Financial loss [a]Rules [b] Programme [e] Project [d]Schedule Answer keys for Multiple Choice Questions Qa a fee a Qs b [oa a Qs a [a6 a Q7 a {es a Qo by |or0'| at Ore] ts ees | ass] [ome | et ECE Qu7 b Qs b an] & jon | « goo TECHNICAL PUBLICATIONS" An up haa nowlgoUNIT -V Legislative Acts Necessity of Acts, Important Definition and Main Provisions of Acts + In order to safeguard the interest of the industrial workers, a number of industrial act and regulation have been passed by the govt. [Ei] Necessity of Acts ‘+ Industrial Acts are helpful in the following ways: 1. It gives legal platform and support to ‘employees. 21 peace and improves employer-employee and labour-management relationships. creates industrial 3. It gives solutions to quarrels in industry 4, It removes out autocracy of management and extortion of workers get Employees case of accidents. compensation in Important Definitions (Exam Point of View) 1. Factory : A premises of 10 workers (if power used) or a premises of 20 workers (if power is not used) 2. Occupier of factory : A person who has ultimate (all) control over affairs of factory. It includes a + partner in case of firm and + Director in case of company. It may be noted that if a factory is run by the company, then only the director of the company can be treated as occupier. 3. Child : A person of age less than 15 years. 4. Adolescent : Any person who has completed 15 years of age but not completed 18 years. 6 7 8 10. n. 2. 13. 4. 15. 16. ‘Young person : A person who is either child or an adolescent. Adult : Any person who is more than 18 years of age. Worker : Worker means any person employed, directly or indirectly or through any agency whether for wages or not, in any manufacturing process the manufacturing process. or any work connected with Power : Any form of energy other than animal or husbandry input. For example : pneumatic. electrical or Prime mover : Any de provides power. which generates or Machinery : Any device which transforms given power. Manufacturing process : Making, Repairing, Pumping oil, Construction ships. Weekly hours : + Adult : 48 hrs /week = Chil + Women and children night (7p.m to 6 a.m) Daily hours : Not more than 9 hours. Interval of rest : Worker should get sufficient rest after 5 hours of continuous work. Generating power, Printing, 15 hrs/week snot working during Weekly holiday : Once in a week. (any day) In industry if 30 or more women works are employed then there should be provision of Créches (nursery where babies and young, children are cared for during the working day)Management Legislative Acts [E2] inaustriat acts : indian Factory Act It has always been experienced that there is always a struggle, conflicts and clashes between employee and employer on the issues like wages and facilities provided by the employer. To handle this problem Indian Government sets some act like 1, Indian Factory Act (1949) 2, Industrial Dispute Act 3. Workman compensation Act (1924) 4. Minimum Wages Act (1948) Objective of Factory Act To secure Health, Safety, Welfare, proper working hour and other benefits of workers. It provides that precaution should be taken for safety of workers and preventions of accidents. Meaning of factory : Factory means 2) Any premises, including the precincts thereof, b) In any part of which manufacturing process is carried on ©) With or without the aid of power d) Provided that at least 10 or 20 persons respectively are employed or were employed ©) Onany day of the preceding 12 months Duties of Occupier: Facilities and Convenience a) Factory should be kept clean. b) There should be arrangement to dispose off wastes and effluents. ©) Ventilation should be adequate. d) Reasonable temperature for the comfort of employees should be maintained. ©) Dust and fumes should be controlled below permissible limits. {) Overcrowding should be avoided. 8) Adequate lighting, drinking water, toilets, and spittoons should be provided. [E22] Main Provisions of indian Factory Act A. Licensing and Registration of factories - It is necessary to take permission in writing from State Govt. for construction or extension of factory at a particular place. Application of approval contains purpose and drawing of the factory. Notice of occupation - Occupier of factory must the required to Chief Inspector at least 15 days in advance. The information contains name of factory, address, nature of manufacturing process, nature of power used, no. of works required, name of factory manager. Health i) Cleanliness (white washing once in 14 month and paint on« Disposal of wastes. Ventilation and Temperature. Dust and Fumes. Artificial humidification submit information in5 years. Overcrowding (minimum 4.2 cu. M space for each worker), Lighting. Drinking water. Latrines and Urinals. Spittoons (located at convenient places to maintained clean and hygienic condition). D. Safety i) Encasing and Fencing of machinery. ii) iii) Work on or near machinery in motion. Employment of young person on dangerous machine, iv) Hoists and lifts v) Lifting machines, chains, ropes and lifting tackles, vi) Pressure plants. Floors, stairs and means of access to different places. vii) viii) Pits, sumps, opening in floors, TECHNICAL PUBLICATIONS” ‘An up ts bronladoManagement 5-3 Legislative Acts F. Working hours ‘+ Industrial Dispute Act to make provision for the ix) Excessive weights x) Protection of eyes xi) Precautions against dangerous fumes xii) Explosive or Inflammable dust, gas Precautions in case of fire E, Welfare i) Washing facility ii) Facilities for sitting iii) First aid appliances iv) Canteens ¥)_ Shelters, rest rooms and lunch rooms vi) Welfare officers i) Weekly hours - No adult worker works not more then 48 hrs in a week Weekly holidays - Sunday (any single day in a week) Daily hours - of an adult worker should not exceed 9 hours ii) ii) iv) Intervals for rest - rest after 5 continuous working hours v) Extra wages for over time vi) Restriction on double employment vii) Register of adult worker viii) Restriction of employment of women (6 am to 7pm) [E3] inaustriat Dispute Act investigation and settlement of industrial disputes, and for certain other purposes. It ensures progress of industry by bringing about harmony and cordial relationship between the employers and employees. The objective of the Industrial Disputes Act 1947 is to secure industrial peace and harmony by providing machinery and procedure for the investigation and settlement of industrial disputes by negotiations. + This act deals with the retrenchment process of the employees, procedure for layoff, procedure and rules for strikes and lockouts of the company. ‘The Act was designed to provide a self-contained code to compel the parties to resort to industrial arbitration for ing or apprehended disputes without prescribing statutory norms for varied and variegated industrial relating norms so that the forums created for resolution of disputes may remain unhampered by any statutory control and devise rational norms keeping pace with improved industrial relations reflecting and imbibing socio-economic justice. the resolution of ‘The Act applies to an existing and not to a dead industry. It is to ensure fair wages and to prevent disputes so that production might not be adversely affected. ‘What is an industrial dispute ? + According to Section 2A : Where any employer discharges, dismisses, retrenches or otherwise terminates the services of an individual workman, any dispute or difference between that workman and his employer connected with, or arising out of, such discharge, dismissal, termination shall be deemed to be an industrial dispute not with standing that no other workman nor any union of workmen is a party to the dispute. Disputes industrial production, efficiency, costs, quality, human satisfaction, di retrenchment or Industrial have adverse effects on ipline, technological and economic progress and finally on the welfare of the society, A discontent labour force, nursing in its heart mute grievances and resentments, cannot be efficient and will not possess a high degree of industrial morale. Hence, the Industrial Dispute Act of 1947, was passed as a preventive and curative measure. SCOPE AND OBJECT of Industrial Act + The Industrial Dispute Act of 1947, came into force on the first day of April, 1947. Its aim is to protect ‘An up tus tr rawiadgoManagement 5-4 Legislative Acts the workmen victimization by the employers and to ensure social justice to both employers and employees. against The unique object of the Act is to promote coll bargaining and to maintain a peaceful atmosphere in industries by avoiding illegal strikes and lock outs. The Act also provides for regulation of lay off and retrenchment. The objective of the Industrial Disputes Act is to secure industrial peace and harmony by providing machinery and procedure for the investigation and settlement of industrial disputes by negotiations. The principal objects of this Act are as follows : i) The promotion of measures to secure cordial relations between labour and management. ii) Investigation and settlement of industrial disputes (for which machinery is provided). iti) iv) Prevention of illegal strikes and lock-out Provision of relief in matters of lay-off and retrenchment. Workman Compensation Act + It is the act which provides the payment by certain classes of employer to their workmen as compensation for injury by accident. [E221] objective of Workman Compensation Act Terminology : Accident : Any mishappening that causes injury to a person Dependent : It means any of the relatives of an affected workers. e.g wife, widowed mother, minor son, unmarried daughter etc. Minor: Any person of age not more than 18 years. Partial disablement : Disablement which reduces the earning capacity of workman and it is temporary nature. i he/she will able to work again after recovery eg. Hand facture. Total disablement : Disablement which reduces the earning capacity of workman for permanently and he will not able to work in future (any kind of job). Eg loss of hand or leg [Main Provisions of Workman Compensation Act : A. Objective is to define amount, distribution, claims, occupational diseases and compensation. B. Employee gets compensation under following cases: i) Employee is liable to get compensation if he gets injured during working in industry and injury may be temporary, permanent, partial, Total disablement or death. ii) Employee is liable to get compensation in case of ‘occupational diseases - If an employee contracts any of the specified occupational diseases and he has worked in the factory for a least 6 months, the employer will have to pay compensation. Some of the occupational dieses are : Diseases caused by phosphorous or its toxic compounds, radioactive substances etc. C. Amount of compensation : a. Death after injury : i, Amount = ( 50 % of monthly wages x Relevant factor) or 80,000 &. the amount which is, more is compensated. ii, Plus to this, 2500 towards expenditure of funeral b. Permanent total disablement i, Amount = ( 60 % of monthly wages x Relevant factor) or 90,000. the amount which is more is compensated ¢. Permanent partial disablement ; proportional compensation is paid D. Compensation is not included to : i, Casual works ( due to carelessness , negligence and ignorance of worker during working) TECHRICAL PUBLICATIONS" ‘An up ts: er nadeManagement 5 fi, ‘Those employed in armed forces. iii, Workers covered by ESI act. iv. Workers under influence of drink and drugs Disobedience of worker. Accident due to negligence towards safety supports. E, The rate of compensation vary depending upon the injury results. F. Distribution of compensation : Payment of ‘compensation for respective injury or death shall be deposited by the employer with the Employer should not make payment directly to the employee. Notice of accident : A workman inured by the accident must give written notice to the employer which contains date of accident and cause of accident as soon as possible. commissioner. Medical exai ation : The injured workman who has submitted notice should present himself for medical examination if employer so desires. Such medical examination should be free of charge and within 3 days from the time at which service of notice has been affected. 1. Appointment of commissioner : The State govt. may appoint any person to be commissioner for workmen's compensation for the areas specified in the notification. Features of the Act: Employer's Liability : The workmen injured in the factory during his employment, he/she is liable for the compensation. Amount of Compensation : The amount depends upon the kind of injury like (death, permanent disable, partial disable, temporary disable). Notice of Accident : The employer should give the prior intimation or notice of accident through some responsible person before claiming for the benefit. 5 Legislative Acts 4. Medical Examination : He/she should bring the medical certificate of his/her injury for getting the benefit. 5. Distribution of Compensation : No compensation should be released to the victim without the Factory Commissioner. If made it will not be considered. 6. Commissioner : He is the gazette officer of govt. appointed as Commissioner for the specific area, He has full power of Civil Court. [ES] minimum wages Act + This act provides various mechanism to settle Industrial disputes so as to avoid strikes and lockouts. [EE] objectives of Minimum Wage Act a) To fix minimum wages which employees must get b) To prevent exp! Important Definitions a) Wages - Wages includes all remuneration payable to employee with respect to his tion (misuse) of the employees, employment. Remuneration includes salary, allowances, overtime, gratuity, pension, incentives, and provident fund b) Cost of living index number : The index ascertained and declared by the competent authority to be the cost of living index number applicable to employees in employment. ©) Strike - Means refusal to work by employee or works body on demand of employer during Industrial dispute. 5.5.3] Main Provisions of Minimum Wage Act 1. Fixation of minimum wages + The government fixes the minimum wages + The minimum wages consist of basic rate and special allowance(cost of living index) + Rate of wages shall be revised after minimum 5 years of interval. TECHNICAL PUBLICATIONS" ‘An up tt or nodeManagement 5-6 Legislative Acts 2. Procedure for fixing and revising minimum wages a. Committee formation by appropriate govt. for ‘wages fixation. b. These committee provide necessary inputs and suggestions. ©. Declaration by government through official gazette. 3. Advisory board : Appointed by appropriate govt. 4. Composition of committees : In Committee equal number of members from employers and employees side , including chairman who is independent member and appointed by govt. 5. Claims: a. Claims are possible under following cases : i, Payment less than minimum wages. ii, Overtime rate isuues. iii, Payment of remuneration for days of rest. b. Period for application of claims is 6 months. ¢. Three p sibilities in results i. Employee's stand is correct about minimum, wages — Extra amount + Compensation is paid ii, Other than minimum wages case of employee and his stand is correct > due amount + 10% is paid 6. Penalties : 500% and imprisonment 4 | Features of the Act 1. Work’s Committee : Committee is must in every factory employing more than 100 workers. This committee promotes good relations and unity between employer (Boss) and employee (worker) 2. Conciliation Officer appointed by state govt. to settle disputes of companies. 3. Board of Conciliation : It consists of board by the state govt. with independent chairmen and members for settling disputes. |. Court of Enquiry : It consists of state govt. representative to enquire the cause of disputes. 5. Labour Court ; State govt. has to appoint one person with judicial experience to adjudicate the disputes. 6. Tribunal : The state govt. has to appoint tribunal at the level of High Court Judge to look on the matters like (Wages, Allowance, Work Hours, Bonus and Fund, Grades, Discipline, Rules etc.). 7. National Tribunal : appointed by the central govt. at level of High Court judge for the dispute of national importance. These officers are National tribunal is TECHNICAL PUBLICATIONS" ‘an up tet or wadement Legislative Acts [d]all the above [El provision lg pation [a] guarantee of employee welfare [c]removes extortion of workers i mero te meno Q.1 Industrial acts are useful for Q2_ Health Provisions in Indian Factory Act Consist of a] cleanliness ¢] drinking water fb {a ventilation all of the above Q.3_ When was Indian factory Act Established ? [a] 1943 [b) 1948 [e]1953 [a] 1923 as isa person who have completed 18 years of age. ‘al Adult [b] Adolescent ¢) Child 'd] None of the above as is a person who have completed 15 years of age but not 18 years of age. [a] Adult [b] Adolescent [e]chita [d]None of the above Q.6 Child is person whose age is below years. a]25 b]20 [els [ajo Q.7 Minor is person who have not completed workers a&b el y of industrial acts is to protect the inter fe) {] years of age. 18 employers none of all aboveManagement 5-8 Legislative Acts as a.10 att a2 a3 a1 15 a.16 From following types of act which is not type of industrial Act [a] factory act [b] rowlatt act [c] workmen compensation act [d]all of the above Welfare Provisions in Indian Factory Act Consist of _. [a] washing facility [b] sitting facility [e]canteen. [4] all of the Above Safety Provisions in Indian Factory Act does not consist of, [a] fencing of machinery [b] precautions against fire [c]lunch rooms [4] protection eyes Which is not a provision in Indian Factory Act ? [a] Health provision [b] Welfare provision [c] Minimum wages [4] Safety provision Employer has to do compensation under which case [a]injury caused during employment [b]injury caused by accident [c]any disablement/death after accident [dal the above ‘When was Workman Compensation Act Established ? [a}ioss [Bliss [e]1953 [a] 1923, Compensation is not extended to__under workman's compensation act. [a] workers covered under esi act [b] casual workers [c] willful disobedience [d]all the above Workman Compensation Act consist of ___ Provisions of act. [a] partial disablement [b] total disablement [c]amount of compensation _[d]all of the above TECHNICAL PUBLICATIONS" Anup tt er inneManagement 5-9 Legislative Acts Q.17 Remuneration is based on [a] performance 'b] responsibility [c]emotion [4] designation Q.48 Identify the alternative which can correctly replace blank space in following statement. Statement : According to Factories acct no adult worker should be required or allowed to work in a factory to more than {a] 12 hour in a day 1b] 36 hour per week [c] 48 hour per week d]10 hour per in a day Q.19 When was Minimum wages Act Established ? [a] 1943, (b] 1948 [e]1923 [d]1953 Q.20 Which is not included in ‘wage’ under minimum wages act ? [a] Travelling allowance [Orr [e] Gratuity [ajan Q.21 Minimum Wages Act consist of. Provisions. [a] fixing minimum rate of wages [b] overtime [c] claims and penalties [4] all of the Above Q.22 Minimum rates of wages may be fixed by {a}hours [b]day d]all of the above Q.23 Minimum wages need to be paid in [a] cash [b] demand draft [e] cheque [a] none of the above Q.24 Who is incorrect person in the definition of Dependent ? [a] wife 'b] minor son [e] widowed mother dJ friend TECHNICAL PUBLICATIONS". Anup tut fr howd‘Management =10 Legislative Acts Answer keys for Multiple Choice Questions Qa a joz 4 Q3 b Qa a Q5 b Q6 c Q7 b Q8 a Qo b Q.10 d Qn c Qi2 c Q13 d Quid da Q15 d Q.16 a Qa7 a Q.18 cy Q19 b Q.20 d ar 4 |qz a Q.23 a Q24 d gaa TECHNICAL PUBLICATIONS". An up trust or nomad