Management Theory and Practice

December 2020

Answer 1: Introduction: ABC Lts. Can use 5 S techniques to bring a positive change in the
organization, so keeping that in mind let’s discuss the narration below:

5S is a set of guidelines designed to bring the workplace in good order. They engage everybody in
removing needless materials, placing everything in its proper place and standardizing upkeep
procedures in the workplace.

In fact, 5S stands for:

• Seiri: (Sort)

• Sinceon (Set in order)

• Seiso (Shine) (Shine)

• Seiketsu: (Standardize)

• Shitsuke: (Sustain)

Concepts & Application

The overarching aim of 5S, as mentioned above is to ensure that the office is as organized and
rational as possible. Everything that is unwanted is cut off the objects are located where they are
required, and the area is kept clean and free of debris.

Five Phases from 5S

The 5S phases each have their own method. These are listed in more detail below.

1. Type of

The first step of 5S is seri, which is translated as "organize" or "sort." This step includes going
through whatever is actually in the workspace and working out what needs to be left and what
needs to be done.

Start answering these questions for each thing to figure out the job area:

• What is the intent of the item?

• Who's using it?

• Is this always used?

• Is this really needed?

In certain situations, it might not be clear whether or not an object ought to be present. For
example, a technician might think that a certain tool may be appropriate at some stage, but it hasn't
really been used for a while. In such instances, a red tag will be added to the object.

Things that are not needed can be tossed out, discarded, donated, processed or moved to another
field or agency.

2. Set to order

Next comes seiton, which means "orderliness." As such it is translated as "set in order" or
"straighten" in the 5S technique.

You'll take the equipment/tools/processes/etc in this phase. Leave in the field and plan it in the
most rational manner possible. The final aim is to ensure that the work environment is as easy to
use as possible by cutting waste forms, such as transport and waiting time. When doing seiton,
consider the following questions:

• Who is using this equipment?

• Where will it be used?

• Will any object positioning be more effective or ergonomic than others?

• What objects are to be grouped by type?

• Which one should be grouped by task?

• How are individual items to be organized?

• What are the paths people take through this space?

3. Shine: Shine

When the office is structured in a rational order, it's time for it to shine. The third stage is seiso,
which converts into "cleanness" (or "shine" as used in the 5S framework).

The bulk of "shining" is a cleaning campaign: sweeping, mopping, drying, dusting, packing things
away, and so on. Essentially, this is the basics of the maintenance of the office.
Shining is not the crew's job alone. Employees need to know how to keep their offices clean and
running.

4. Standardize the

After arranging, straightening, and organizing the workspace, it's time to standardize these tasks.
Cleaning and straightening is not to be performed just once, but regularly.

For this cause, the fourth step in 5S is seiketsu, which translates into 'standardisation,' with the
intention of establishing normal operating procedures that promote an effective, organized
workplace. This can take the form of visual indications and labels, instructions, maps, routine PM
assignments, and checklists. Daily reminders are often likely to be needed, particularly starting out.
It may take time for these activities to catch up and become part of your society.

5. Sustaining

The fifth and final S in the 5S technique is crapsuke, which has the literal meaning of "discipline."
In 5S, it is called "sustain" and the goal is to make the whole methodology a permanent part of
your job practice.

Shitsuke strives to ensure that the whole 5S process is seamless and sustainable. A big part of this
is ensuring that everyone—including managers and corporate leaders—is interested in 5S.

Some of the activities of this stage can include:

• Enforcing rules that endorse the previous four steps;

• Daily audits to track progress;

• The root cause of the analysis to get to the heart of the problems

• Training of workers

• Daily upgrades to program 5S

This final step involves quality enhancement. Companies who track and continually enhance the
outcomes of their 5S programs would promote the type of community that needs to exist in order to
support it. Rather than settle for the status quo, they look forward to higher heights.

5 Benefits of the 5S Job Platform

Here are the main gains that businesses can see as they incorporate 5S correctly.

1. Low Upfront Costs

First of all, 5S has very low upfront expenses relative to other lean activities. Very few if any,
special equipment is required, and the learning curve does not usually require any technical
instruction. The major costs of 5S are a little time for preparation and execution plus some possible
minor supplies, such as materials for manuals, floor and wall markers, stickers, etc.

2. Productive climate for work

One of the key advantages of 5S is that it will create a more productive work climate. Less time is
spent struggling to locate equipment or going to various places within the workspace, and the room
is kept clean and tidy.

3. Secure Workplace

Health is another advantage of a successful 5S programme. In view of the fact that safety risks and
injuries are causes of inefficiency associated with high costs, they should be avoided as much as
possible during each phase of the process.

CONCLUSION: 5S allows employees to buy-in in order to be successful, so when you have the
buy-in, employees are far more engaged. Instead of merely running through routines, they are
motivated to look ahead and make changes when they are needed. The topic above defined the
efficacy and utility of the 5S methodology in various industries. The processes described above
look basic and can be quickly applied in several business fields.

Answer 2: Introduction: Culture is both complex and dynamic. When you work globally, you
know how important a role it can play in your business success, as it both improves and hinders
your ability to work efficiently with others. Dr. Fons Trompenaars is a leading intercultural
scholar, author and speaker, and has spent his entire career studying the role of culture in
international business. Dr. Trompenaars began his study over thirty years ago to learn more about
why some of them excel and others struggle to do business across cultures. During this time, his
ongoing, credible and reliable research included asking thousands of professionals from all over
the world about their approaches to basic dilemmas. This study led Dr. Trompenaars to understand
the needs of various cultures across seven dimensions or dilemmas. These dilemmas represent
various cultural patterns in the way we interact with each other in time and in our climate.
CONCEPT AND APPLICATION
7 Cultural Aspects of Trompenaars
1. Universalism vs. particularism: putting emphasis on a collection of predetermined laws for the
determination of results vs. the determination of behavior based on individual circumstances at the
time.
2. Individualism versus Communitarianism: ideals focused on personal versus communal
accomplishments.
3. Relevant versus diffuse: how people distinguish work and personal lives and therefore when
inter-work relationships are seen as essential to the goals of work.
4. Neutral vs. emotional: how people convey their feelings.
5. Achievement vs. ascription: the significance placed on the status of work.
6. Sequential time versus synchronous time: if an importance is put on sequential events (working
on one project at a time in order of due date) or whether time intervals are regarded as
simultaneous events (working on several projects at once).
7. Internal direction versus external direction: how people react to their world (i.e. does the
environment control them or do they control their environment).

Definition and Implementation

Organizations all over the world interact with a wide range of cultures. According to Fons
Trompenaars, cultural differences would contribute to a deeper understanding of reality. In order to
explain the greatest differences and how organisations are influenced by these differences, Fons
Trompenaars and Charles Hampden-Turner have established a cultural model that identifies seven
cultural dimensions.

THE SEVEN DIMENSION OF CULTURE

Universalism vs. Specialism:
• Universalism-Members put high emphasis on things such as rules, beliefs and responsibilities
within this form of community.
• Particularism-Members of this kind of community focus mainly on situations and relationships.
The laws and principles are also situational.

Individualism vs. Community:

• Individualism-Personal independence and achievement is cherished above all else. Members of
this form of culture thus believe in freedom and take care of themselves.
• Communitarism-The needs of a community are more important than the needs of an individual.
Loyalty is required in return for any assistance and protection offered by the community.

Specific vs. Diffusion:

• Specific-Work and personal life shall be kept apart. The formation of strong relationships within
the working community is therefore not an important factor in the effectiveness of working
together.
• Diffuse-Strong and good working relationships are seen as important to be effective at work.

Neutral vs. Emotion.

• Neutral-Reason is more a factor of control than feelings when making decisions.

• Emotional-It is appropriate to display and convey emotions at work.

Achievement vs. Definition

• Achievement-Members of this type of culture also judge others on the basis of their ability to
succeed. As a consequence, success and personal accomplishment are prized over title.
• Ascription-Members of this form of culture feel that their title and place should be respected. The
Authority is also respected and held to high esteem.

Time Sequential vs. Time Synchronous

• Sequential Time-People inside this form of culture as if things were going to happen in order.
Things like punctuality, preparation and timetables are also respected.
• Synchronous Time-People within this kind of community are much more versatile in their
understanding of time.

Internal direction vs. External direction

• Internal Direction-Believe that one should manage one's environment in order to achieve goals.
• Outer Direction-Believe that the world influences them and inhibits their ability to accomplish an
objective.

ADVANTAGES AND DISATVANTAGES

Like the Hofstede model, the main benefit of the Trompenaars model is that it can be used to gain a
deeper understanding of people from various cultures. Whether in a global business environment or
dealing with multicultural coworkers, models such as this can be used to efficiently learn how to
interact and improve one's own cultural intelligence. It is important, however, not to define a
person by the Featureistics of their associated culture, but rather by their own set of values and
behaviors.

Conclusion: As stated earlier, the management of the company has already discussed the efficacy
of the 7-Dimension Model of Trompenaar. However certain policies and procedures are still
required to be enforced in order to protect workers' interests in a comprehensive way. With the aid
of policies and procedures, the upper body of the company will provide input and
recommendations for further change to each of the employees. The company should be prepared to
change its policies from time to time in order to make the organization better tailored to the
fundamental right of the diverse workforce. Although useful in helping to better understand
cultures as a whole, assuming that everyone from a particular cultural context is exactly the same
and possesses the same kind of values and behavioral norms, negative stereotyping may result. To
stop this happening, always remember to treat each and every person as a specific individual, and
to realize that there are always other variables in life that lead to how things can be viewed.

Answer 3a: Introduction: The method used to describe the hierarchy of the organization is called
the organizational structure. It provides guidance to the organization in terms of role identification
and purpose, and who reports to whom inside the organization. This structure also allows the
company to define and achieve growth goals. The organizational structure is one of the main
components for managers to carry out their daily tasks effectively. Many managers are confused
about carrying out the project because of the lack of a proper organizational structure in the
business. The organizational structure is a framework that is practiced by any worker in the
organization. It assures administrators how the day-to-day operation of an organisation can be
carried out.
Concepts & Implementations
Featureistics of a productive organizational system
Feature #1. Simplicity of:
Basically, the organizational structure should be clear. It implies that the system should have the
simplest possible framework to achieve the objectives planned, with due focus on economic and
effective means of achieving the objective of the undertaking.

Feature #2. Flexibility and consistency of action:

The organizer should create a system not for today or for tomorrow, but for the distant future. As
such, consistency in the organizational structure must be preserved over a period of time. However
because the organizational structure is dependent on conditions that are not constant but change
over time, there is also a need to introduce changes in the organizational structure.

Feature #3. Clear Authority Line:

Whatever the shape of the structure, there should be strong lines of authority running from top to
bottom or in horizontal directions. It implies that one should be very specific about what he is
supposed to do or contribute and what ties he should maintain at his official level.

Feature #4. Application by the Supreme Authority:

It implies that while a superior manager assigns some of the work to his subordinates, he is
ultimately responsible for carrying out the total work. He is also responsible for his own work as
well as for the work carried out by his subordinates.

Feature #5. Proper delegation of authorities:

The idea of supreme authority can only be successful if there is a proper distribution of authority at
the different levels of the organisation. Delegation of authority applies to the authorisation of the
manager to make such decisions. The common issue in organizational life is that managers
frequently struggle to assign the required authority and suffer from numerous problems.

Conclusion: The efficacy and usefulness of the organizational structure was well defined in the
above-mentioned discussion. These are crucial features that can successfully promote the day-to-
day operations of the company. These attributes clearly articulate how a company can conduct its
day-to-day service with a carefree attitude. Overall, this is a holistic approach to leading the
company towards a better future.

Answer 3b: Introduction: The six-box model is an effective management technique and model
for an organization to rectify its problem. This model also allows managers to recognize key
problems related to the company. The six components of this model allow managers of the
company to travel to places where they have not been known. This model allows the managers of
the company to explore the key areas of the issue. It is therefore of primary importance for the
growth and improvement of the organisation.

Concepts and Implementations

The six-part model names are—purposes, partnership, structure, leadership, rewards, and process.
The first argument is how workers can contribute to the mission and vision of their company. It
then encourages the manager to wonder why the company is not doing well with a professional
staff and their expertise.

The second phase focuses on the architecture of the company. It shall decide who is responsible for
the job. Such a particular topic will simplify the organization's core problems for a shorter period
of time. In addition, further questions should be asked to assess the efficacy of each stakeholder in
the organization.

The third step is the partnership that ensures dynamism, coordination and contact between the
stakeholders of the organization. The lack of coordination and collaboration creates many problems
in the company.

The incentive system has long been used by the company to encourage and employee. This
incentive scheme is structured to appreciate the success of each employee. However the success of
certain workers is frequently overlooked, resulting in a worsening of the relationship.

Leadership: the leaders are those who ensure all the elements that are present in the organization.
They are really experienced in handling the internal conflict. They also guide subordinates to work
for the development of the company.

Mechanism: Many components, such as organizational policies, processes, budgeting, planning

and control, and many such items, must be enforced to operate the business.

Conclusion: The elements of the six box models have been clearly elaborated. Managers must
consider all things that are not adequate to resolve all problems effectively. Managers need to take
a variety of steps to minimize challenges and find a real solution to their improvement. These are
however the fundamental components of the six-box model that ensure the recognition of the key
problems that have arisen.