CONTINUOUS INTERNAL ASSESSMENT 1

FOR PRINCIPLES OF MANAGEMENT

CIA1 submitted in partial fulfilment of the requirements for the degree of

Master of Business Administration

By

Kushal Kumar S

REGISTER NUMBER 2427827

1MBA-I

Under the Guidance of

PROF. KERENA ANAND

SCHOOL OF BUSINESS AND MANAGEMENT

MBA PROGRAMME SCHOOL OF BUSINESS AND

MANAGEMENT
CHRIST (DEEMED TO BE UNIVERSITY), BANGALORE

JULY 2024
TABLE OF CONTENTS:
1.Introduction
- What is management
- The Management Theories
2. Introduction of the organisation
- Sector
- Name of the Organisation
- A brief note on the organisation
3. Body of the report
- Management Theories analysis - Scientific and Behavioural
- Analysing the functional areas of analysis

4. Conclusion and references

INTRODUCTION:

Management: Management is defined as the process of planning, organising, actuating and

controlling an organisation’s operations in order to achieve coordination among human and
material resources essential in effective and efficient achievement of goals set.

Management Theories:

Behavioural management theory focuses on understanding human behaviour in organizations. It

emphasizes the importance of how managers should treat employees to motivate them effectively.
Key contributors include Elton Mayo's Hawthorne Studies, which highlighted the impact of social
factors on productivity, and Douglas McGregor's Theory X and Theory Y, contrasting authoritarian
versus participative management styles.

Scientific management theory, pioneered by Frederick Taylor, aims to improve efficiency through
systematic analysis and optimization of work processes. It advocates for standardization, time-motion
studies, and incentive-based pay systems to maximize productivity and reduce inefficiencies.

Cognitive management theory integrates cognitive psychology principles into management

practices. It explores how individuals perceive and process information, make decisions, and solve
problems in organizational settings. This theory emphasizes the role of mental processes, such as
perception, attention, memory, and decision-making, in shaping managerial behaviour and
organizational outcomes.

Each of these theories offers distinct perspectives on managing organizations and employees,
contributing valuable insights into enhancing productivity, employee satisfaction, and overall
organizational effectiveness through different approaches to understanding human behaviour and
decision-making.
INTRODUCTION TO THE ORGANISATION:

SECTOR: Banking Sector

ORGANISATION: Bank of Baroda

Banking Sector: Banks belong to the service sector. A bank is a financial institution that
accepts deposits from public and creates a demand deposit while simultaneously making
loans.

https://en.wikipedia.org/wiki/Bank_of_Baroda. (Bank of Baroda, n.d.)The bank was founded

by Maharaja Sayajirao Gaekwad III on July 1908. BANK OF BARODA is an Indian
Multinational Public sector and financial services company. The bank was nationalised By
the Government of India on 19july 1969, along with 13 major commercial banks. The Govt.
of India announced the merge of the BOB, Vijaya Bank and Dena Bank, Sept17, 2018, to
create the country’s third largest lender.

Various services provided by the bank:

 Consumer banking
 Corporate Banking
 Finance and insurance
 Investment Banking
 Mortgage Loans
 Private equity
 Savings security
 Asset Management
 Wealth Management
  Analysing the various principles and theories used:

Analysis of the Management theories practiced by the organisation, with respect to

Scientific and Behavioural Management Theories:

1. The term PRIORITY is to be given importance. As banking is a service sector, the

manager says the COSTUMERS are given the first priority, importance is given to
customers any issues the manager and the management are right away prepared to
solve it – Henry Mintzberg’s Principles of Management, one of the principles which
states: “TO ENSURE ORGANISATION SERVES THE ENDS OF THOSE
PERSONS WHO CONTROL IT”, is well implemented her. Without customers
opening a bank account in this particular bank, without the deposition of money by
the customers, without customers ready to take loan from the bank, the bank would be
in an inert state. Here, the customers are the main asset, who in turn control the
entire working of the organisation. The deposition, lending, borrowing, repayment
of the borrowed loans etc keeps the working of the business active and also satisfied
customers contribute to the goodwill of the bank, which cannot be bought for money.
There is clarity in roles and responsibilities and value for quality delivery: It can
be observed that all the roles are responsibilities of each of the employees is
clearly mentioned (that is, who has to do what and when) – Henri Fayol’s 14
Principles- a) Division of work (work has been divided into varies roles and to
Responsibilities)
b) Authority and Responsibility – On understanding the authority of
work by each of the employees, the responsibility must go hand in
hand- the responsibility is well achieved here- the term Quality
delivery of responsibilities.
c) Unity in direction- All working towards a same goal

One of Drucker’s Five-point guide, which states INTEGRATING PEOPLE IN A

COMMON VENTURE BY SETTING, EXEMPLIFYING THE ORGANISATIONAL
OBJECTIVES, VALUES AND GOALS – On understanding the goals, roles and
responsibilities the managers and the works know what is to be done, and work together for
that common venture/goal.

The fifth guide of Drucker – Ensuring the enterprise knows what needs to be
accomplished, what they can expect of the managers and what is expected of them-
when goals, the responsibilities, the benefit on performing the responsibilities when
mentioned before-hand fulfils the above principle.

Max Weber’s theory: Rules and regulations of the bank are set.

2. From further analysis, there is appreciation of team work and there is well
maintained working relationship between the manager, the senior managers and the
workers – Fredrick Winslow Taylor’s scientific principles of management, one of
the principles: “COOPERATION NOT INDIVIDUALISM” is well brought
about by the manager and the management. Many hands together (team work) can
achieve many goals, which an individual alone cannot do. Henry Fayol’s general
principles of management- one of the principle- Espirit De Corps (harmony) is well
brought about here.

Findings of Hawthorne studies: Team work was an incentive (great work done by
team)

3. Business environment, is a very flexible and rapidly changing one. Uncertainty, Is a

major part of every business. The various reports as published by the bank, clearly
agrees uncertainties are a part of a business organisation and it can be observed that the
bank is adaptable to such changes and uncertainties. It can be further observed that there
if frequent changes in the rules, values that is adaptation to changes. This concept of
adaptation can be correlated Henri Mintzberg’s 3rd principle which states- TO
ADAPT THE ORGANISATION IN A CONTROLLED WAY, TO THE
CHANGING ENVIRONMENT.
4. Drucker’s five-point guide which states- MARKETTING PEOPLE’S
STRENGTHS EFFECTIVE AND THEIR WEAKNESS IRRELEVANT:
“Providing top up facilities for the business borrowers so that they could
restart the business again after lockdown”. The weakness here is the loss of
work, income, interest of working due to the pandemic, the bank by providing the
top up facilities waves off the weakness, and thereby helps the borrowers to
refresh their talents (strengths made effective) in due time.

5. Drucker’s five-point guide which states- ENHANCING THE ABILITY OF

PEOPLE TO CONTRIBUTE: The bank has fulfilled its CSR in various ways.
They are seen to actively strive towards fulfilling the social responsibilities. This
waves a positive impact on the common citizens, which motivates the people to
contribute( here basically motivate the people to deposit, borrow from their
bank), also providing top up facilities let us say today for 5 business borrowers,
would motivate many others to deposit and avail the facilities of the bank, by
choosing this particular bank and additional customer is added to its list and in
turn may somewhere contribute to the Organisation( here, bank), as a whole.

6. Henri Mintzberg principle- TO SERVE AS THE KEY INFORMATION

LINK BETWEEN THE ORGANISATION AND ITS ENVIRONMENT, The
manager and the entire organisational mission and vision , here by
understanding the organisational goals provides the costumers information with
regard these goals, and by handling the grievance cell, understands the problems
and issues faced by the customers and puts it forth to the organisation for
solutions and make it better and comfortable for its stakeholders, that is
customers(here, as they are considers as the stakeholders).,

Open system model- interaction with the environment (the customers).

  Analysis the functional areas of responsibilities and responsiveness:
 Key functional areas: It includes - travelling, capital needs and capital
budgeting, safeguarding of consumers and managing the funds flow.
 Responsibilities: The various responsibilities include, Ensuring customer
service and safety, sanitisation and top up facilities.
 Responsiveness: The bank focused in delivering to its customers the best
of the services - timely and quality-based services as well as CSR
services. (providing food for the needy, providing masks - during
COVID-19)

CONCLUSION OF THE REPORT:

Management starts with planning strategically and ends with implementing the plan
effectively and efficiently. For doing so, application and use of various already set
management practices, methods, theories help in better understanding and analysis towards
achieving the ultimate organisational goals, mission and vision.

This particular assignment focused on understanding the practices of Bank of Baroda, their
organisational goals, mission, vision, their working methods and thereby analysing and
relating their management practices to the standard - Scientific and Behavioural Management
theories.
REFERENCES
 Bank of Baroda. (n.d.). Retrieved from Wikipedia:
https://en.wikipedia.org/wiki/Bank_of_Baroda

 Principles of management. (n.d.). In Principles and functions of management. NCERT

Publishers.