1.

5 S technique

Answer:
Summary

Japanes English Description

e
Seiri sort Eliminate all tools, parts and equipments which are not needed from the
work space.
Seiton set in order Arrange the leftover items from above step on the basis of their use at the
different work stations within an organization.
Seiso shine Conduct a cleanup activity to clean the work area.
Seiketsu standardize Organize regular cleaning and maintenance activity by adopting above three
steps daily.
Shitsuke sustain Always follow above four activities and make a habit and put in daily
schedule.

Benefits:
 Higher equipment availability
 Less defects
 More production agility and flexibility
 Good asset utilization
 Lower operational costs
 Higher quality
 Increased productivity
 Greater employee morale and satisfaction
 A safer work environment
 Improved safety

2. Trompenaar’s 7 Dimensions of Culture?

Answer: Trompenaar’s 7 Dimensions of Culture are:-

Universalism versus Particularism:

In universal culture societies, it is believed that ideas and practices can be applied everywhere in the world
without modification. Here, high regard is given to rules, laws, and regulations. Focus is on formal rules
and relies on business contacts. Example: U.S. and Canada. In Particularism societies, it is believed that
circumstances dictate how ideas and practices should be applied and same rules cannot be applied
everywhere. Here, high regard is given to relationship. Example: - Russia.

Individualism versus Communitarianism:

In individualism culture societies, it is believed that an individual should be given complete freedom and
he/she should be empowered to make decisions and promote creativity in the society. Example: U.K.
However, in a communitarian culture, people regard themselves as part of a group .They Seek consultation
and mutual consent before making decisions. Japan is an example of communitarian culture.

Specific versus diffuse:

In Specific culture societies, it is believed that personal and professional lives should not be mixed.
Individuals have a large public space Also they have a small private space which they share only with close
friends. People often are open and extroverted. Example: Germany.

In Specific culture societies, both public and private space is same and individuals guard their public space
carefully. People like to form bonds in professional lives as well. People often appear indirect and
introverted. Example: India and Russia.

Neutral versus Emotional:

In neutral culture, emotions are suppressed and people try not to show their feelings. They try to minimize
their interactions in the society. Example: U.K. and Sweden. In emotional culture, emotions are expressed
very naturally and openly. People have high regard for emotions and are willing to express their feelings.
Example: Italy and France.

Achievement versus Ascription:

In achievement oriented countries, people are given status based on how well they perform their activities.
Hence people focus on achieving goals and reward good performance. Here, a person’s position and power
is not important. Example: Canada.

However, in case of ascription, people have high concerned about their position. Here status is attributed
based on whom or what a person is. Example: Italy.

Sequential Time versus Synchronous Time:

In sequential time culture, high regard is given to planning and scheduling work. Example: U.S.

On the other hand, in synchronous time culture, people focus on flexibility and do not lay emphasis on
sequential events. Example: Argentina.

Internal direction versus Outer Direction:

People in internally directed control cultures believe in controlling environmental outcomes. They give
emphasis to self-control as well as on controlling the environment. For example, the U.K and U.S.

However, in outer direction culture, People believe in allowing things to take their natural course and
believe in being controlled by the environment. An example of such culture is China.

a. characteristics of an effective organizational structure

Answer: Some characteristics of an effective organizational structure are:

Simplicity:

An organisation should have the simplest possible framework which fulfils the purpose. Every person
should know his next level boss or supervisor so that he can consult in a particular matter. Too much
hierarchy causes more problems.

Minimum Managerial Levels:

As far as possible, there should be minimum levels of management. Greater the number of managerial
levels, longer is the line of communication in the chain of command. This will create problems of delay and
distortion and increase cost in the organisation.

Provision for Top Management:

Shareholders are generally not having knowledge of day-to-day affairs of the company. Similarly, the
members of the board of directors also do not meet on regular basis. Therefore, there should be a
provision of channel between management shareholders.

Flexibility and Continuity:

An organisation should have the flexible structure. Also organization should be free to accept the need for
incorporating any changes in the organisation structure based on the circumstances.

Unity of Command:

The principles of unity of command and direction should be followed. It means one person should receive
orders from one manager only. This provides clarity in carrying out the activities.

Clear Line of Authority:

Organizational structure should have clear lines of authority running from top to bottom or in horizontal
directions.

Ultimate Authority:

It suggests that, although a manager assigns some of the work to his subordinates, he is ultimately
responsible for the accomplishment of the total work. Thus, he is responsible for his own work as well as
for the work performed by his subordinates.

Delegation of Authority:

Managers should delegate adequate authority to their subordinates so that they can have independence
and freedom to perform the activity assigned to them as per their convenience. If there is proper
delegation of authority then only concept of ultimate authority will work efficiently.

Proper Emphasis on Staff:

Adequate emphasis should be given on the activities of staff to realise the organisational goals.
 b. 6 box model

Answer: The six-box model is used to evaluate the functioning of organisations. It is a framework that
represents the concerns to be addressed by organisations while designing their structures. The various
perspectives used to view organisations include both formal and informal perspectives. Six critical areas
are:

Purpose: This box is concerned with the overall direction of an organisation. In addition, in this
box, it is considered to what extent people are clear about the organisation’s vision and mission and
provide support to meet the organisation’s purpose. We should ask the question whether
organizational members agree with and support the organization’s mission and goals.

Structure: The box represents that the organisation’s structure should be well fitted with the
organisation’s purpose. We should ask the question whether there is a fit between the purpose and
the internal structure of the organization.

Relationships: There are three most important relationships in an organisation. They are between
individuals; between different departments; and between individuals and their jobs. Quality of these
relationships is important for managing conflicts in the organisation. Effective communication and
coordination are the two main tools to improve the quality of relationships in the organisation. We
should ask the question that what type of relations exist between individuals

Rewards: This box is concerned with the compensation packages and incentive system of the
organisation. A fair reward mechanism acts as a motivating factor and prompts employees to work
towards organisational goals and objectives. The structure of the organisation should be such that
the performance of employees is rewarded. We should ask the question that what does the
organization formally reward, and for what do organizational members feel they are rewarded and
punished?

Leadership: This box is central as leaders are responsible for monitoring the performance of the
other five boxes and maintaining a balance among these boxes. Leaders define purposes, embody
these purposes in programs, maintain the organisation’s integrity, and manage conflicts. We should
ask if leaders define purposes.

Helpful Mechanisms: Helpful mechanisms help to associate an organisation together to make it more
than a collection of individuals with separate needs. The mechanisms are the processes that help
employees to accomplish their jobs and meet organisational objectives. A few examples of such
mechanisms are planning, control, budgeting, information systems, etc. We should ask if these
mechanisms help or hinder the accomplishment of organizational objectives