CASE STUDY PRACTICE BANK
Case 1: Precision Engineering - Functional Foremanship
Precision Engineering Ltd. is a large manufacturer of specialized aircraft engine components where high technical accuracy is non-negotiable. The Managing Director, Mr. Sharma, noticed that the production floor was suffering from extreme inefficiency because supervisors were overburdened with both administrative planning and physical machine oversight. He realized that a single foreman could not be an expert in both the planning of complex sequences and the actual manual supervision of workers. To solve this, he divided the shop floor into two distinct departments: Planning and Production. He appointed eight specialized supervisors to guide each worker. In Planning, he assigned a person to specify the sequence of work, a person for manuals, a person for deadlines, and a person to maintain order. In Production, he appointed a person for timely completion, a person for tool readiness, a person for maintenance, and a person for quality checks. Each worker now receives orders from eight specialists to ensure maximum specialization.
a) Identify the technique of Scientific Management discussed above.
b) Which principle of Fayol is being violated here?
b) Which principle of Fayol is being violated here?
a) Functional Foremanship: Extension of Division of Work to the management level.
b) Unity of Command: Contradicted because the worker has 8 bosses.
b) Unity of Command: Contradicted because the worker has 8 bosses.
Case 2: Speed-X Logistics
Speed-X Logistics is a premier global delivery firm that was recently facing skyrocketing operational costs. The CEO, Ms. Neha, decided to conduct a deep scientific analysis of their business processes. She discovered that the company was using five different types of delivery crates and six different software versions across their regional branches, causing massive confusion and delay during inter-city transfers. She decided to implement scientific principle across the entire organization. Every branch was mandated to use a single, high-durability crate design and a uniform digital tracking platform. Furthermore, she removed unnecessary varieties of packing materials that were rarely used by clients, focusing only on the three most popular sizes to reduce inventory costs. To ensure maximum efficiency, she also hired industrial engineers to find the "one best way" of loading delivery trucks to minimize travel time and maximize safety. This documented procedure became the mandatory standard for all employees worldwide.
Identify the two techniques of Scientific Management mentioned in this story.
1. Standardisation and Simplification: Uniformity in crates/software and removing unnecessary sizes.
2. Method Study: Finding the "one best way" for loading trucks.
2. Method Study: Finding the "one best way" for loading trucks.
Case 3: Mega-Tech Motors
At 'Mega-Tech Motors', the production manager, Mr. Rahul, wanted to determine a fair day's work for the assembly line staff. He observed that while some workers were finishing tasks in 20 minutes, others took nearly an hour for the same job. He used a stopwatch to record the exact time taken by several standard workers over 100 cycles. After statistical analysis, he arrived at a 'Standard Time' of 30 minutes per unit. This data was then used to calculate the exact number of workers required for a shift and to design an incentive scheme. Simultaneously, Rahul analyzed the physical movements of workers, such as bending to pick up bolts or walking to the tool cabinet. He realized that by moving the tool cabinet 5 feet closer to the workstation, he could eliminate unnecessary bending and walking movements. This reduced the time taken per unit even further, increasing overall factory output without increasing worker effort.
Identify the two techniques of Scientific Management used by Mr. Rahul.
1. Time Study: Recording standard time using a stopwatch.
2. Motion Study: Analyzing and eliminating unnecessary physical movements.
2. Motion Study: Analyzing and eliminating unnecessary physical movements.
Case 4: Vibrant Textiles
Vibrant Textiles is a high-pressure manufacturing unit where workers operate heavy looms for 10 hours a day. The factory manager noticed a sharp increase in the number of defective fabrics produced after the 6th hour of every shift. He also observed that workers appeared physically drained and were frequently taking unauthorized short breaks near the water cooler. Instead of punishing them, he decided to conduct a scientific study to record the frequency and duration of rest intervals needed by an average worker to regain lost stamina. The study revealed that a single 30-minute lunch break was insufficient to sustain energy for a 10-hour looms operation. Based on these findings, he introduced two additional 15-minute 'stamina breaks'—one in the morning and one in the afternoon. Within a month, the quality of production improved significantly, and the accident rate on the shop floor dropped to nearly zero, proving that managing human stamina is as important as managing machines.
Identify the technique of Taylor and explain its primary objective.
Fatigue Study: Objective is to determine the frequency and duration of rest intervals to allow workers to regain stamina and avoid inefficiency/accidents.
Case 5: Glow-Lamp Ltd
In 'Glow-Lamp Ltd', the management believes in rewarding performance to drive growth. They established a standard output of 50 lamps per worker per day. To implement this, the production head introduced a two-tier wage system. Workers who produce 50 units or more are paid at the rate of ₹20 per unit. However, those who fail to reach the target are paid at a lower rate of ₹15 per unit. On a particular Monday, Ram produced 55 lamps, while Shyam produced only 45 lamps. At the end of the day, Ram earned ₹1,100 (55 x 20), while Shyam earned only ₹675 (45 x 15). Shyam was devastated to see that a difference of just 10 lamps resulted in a massive pay gap of ₹425. He realized that the extra effort to cross the 'Standard' threshold was highly profitable. This system was designed to ensure that efficient workers are celebrated and the inefficient ones are strongly motivated to improve their skills and speed to match the company's standards.
Identify the technique and discuss the underlying psychology used by the management.
Differential Piece Wage System: Psychology is to provide strong financial incentive to distinguish between efficient and inefficient workers, forcing the latter to perform better.
Case 6: Works India Ltd
Works India Ltd. was plagued by constant strikes and a toxic relationship between the labor union and the board of directors. The workers felt the management was greedy and only cared about profits, while the managers believed the workers were lazy and intentionally slowed down production. A new CEO, Mr. Aman, was hired to save the company from bankruptcy. He called for a joint meeting and insisted on a "complete change in the mindset" of both parties. He explained that instead of fighting over the existing 'pie' of profits, both should work together to make the pie so large that there is plenty for everyone. He promised that a significant portion of all increased profits would be shared with the workers as bonuses. He urged the workers to see the owners as partners in their prosperity. This total shift in attitude, where both groups realized they needed each other, transformed the company into a harmonious and highly profitable enterprise within two years, ending the era of discord.
Identify the specific term used by Taylor for this "change in mindset" and name the related Principle.
Mental Revolution: Related to the Principle of Harmony, Not Discord. It involves a total shift in attitude toward cooperation.
Case 7: Tech Manufacturing Unit
Tech was a traditional medicine manufacturing unit where the head supervisor, Mr. Oldman, managed the chemical mixing process based on his "personal experience" and "intuition." He never used precise measuring instruments, believing that he could tell the right consistency just by looking at the color of the liquid. This led to high variability in medicine quality and often resulted in entire batches being discarded. When the company modernized, a new quality head, Dr. Vidya, insisted that every mixing process must be based on a detailed chemical analysis and scientific study. She established exact temperature and pressure standards for each stage. By replacing the "guesswork" of the supervisor with scientific precision and data-driven methods, the discarded batch rate dropped from 15% to zero. Dr. Vidya proved that modern management must be an exact science rather than a set of personal habits developed by individual managers over time.
Identify and explain the Principle of Scientific Management highlighted here.
Science, Not Rule of Thumb: Management decisions should be based on scientific analysis of work rather than guesswork, intuition, or personal habits.
Case 8: Unity Software
At Unity Software, the development manager, Ms. Clara, believes that a project succeeds only when the workers feel like part of the decision-making process. Before finalizing the annual production targets, she invites suggestions from all the software engineers and coders. She even established a "Innovation Fund" to reward any employee whose suggestion leads to a reduction in project cost or time. During the last project, a junior coder suggested a change in the testing protocol that saved the company ₹10 lakh. Ms. Clara immediately rewarded him. On the other hand, the workers also decided not to go on strike or make unreasonable demands, as they felt the management was already looking after their interests. There was an equal division of work and responsibility between the workers and the management. Ms. Clara worked side-by-side with her team to solve technical bugs, creating a culture where internal competition was replaced by collective cooperation toward the common goal of excellence.
Identify and explain the Principle of Scientific Management discussed above.
Cooperation, Not Individualism: An extension of Harmony Not Discord. It emphasizes that management and workers should work together, and workers should be encouraged to give suggestions.
Case 9: Global Motors
Global Motors is a Japanese-style car factory known for its high efficiency. The management believes that the greatest asset of a company is the competence of its workers. From the day of recruitment, they use scientific selection procedures to ensure that the physical, mental, and intellectual capabilities of the candidate match the job requirements. Once hired, every worker is sent for a mandatory three-month training program to learn the "one best method" developed through industrial engineering. The company continuously monitors the progress of its staff and provides advanced training as technology evolves. This ensures that every individual is working at their highest possible efficiency and earning potential. The CEO often says that the company's prosperity depends on the prosperity of its employees, which can only be achieved through systematic skill development. By focusing on the scientific growth of each employee, Global Motors has maintained its position as the most efficient manufacturer in the automotive industry for over a decade.
Identify and explain the Principle of Scientific Management highlighted here.
Development of Each and Every Person to His or Her Greatest Efficiency and Prosperity: Focuses on scientific selection and systematic training to ensure maximum individual and organizational productivity.
Case 10: Aroma Tea Company
Aroma Tea Company is a major exporter of premium Darjeeling tea. The packaging department was previously a bottleneck, with high costs and slow throughput. The factory manager decided to conduct a "Method Study" to identify every step involved from the moment the tea leaves enter the packing area to the moment the boxes are sealed. He used process charts and flow diagrams to map the movement of workers and materials. The study revealed that the workers had to walk across the room three times to get the final sealing tape. By redesigning the layout into a linear "U-shaped" assembly line, the manager removed all unnecessary steps and material handling. This new "best way" was documented and taught to all staff. As a result, the cost per packed box decreased by 18%, and the quality of vacuum sealing became consistent across all shifts. The manager proved that even simple tasks like packaging have a scientific "best way" that can only be found through systematic observation and analysis.
Identify the technique of Scientific Management and state its objective.
Method Study: Objective is to find the "one best way" of doing a job to minimize the cost of production and maximize quality/satisfaction.
Case 11: Heritage Luxury Hotel
Heritage Luxury is a 5-star hotel where the management believes that "everyone doing everything" leads to chaos. To ensure world-class service, they have divided the entire hotel operation into specialized departments: Front Office, Housekeeping, Food & Beverage, Finance, and Security. Within the kitchen, one chef is specialized only in Italian cuisine, while another focuses exclusively on traditional Indian desserts. This specialization allows each staff member to gain mastery over their specific task. The management noticed that when a worker repeatedly performs the same specialized job, their speed and accuracy improve significantly. This has led to a reduction in guest wait times and an increase in the quality of output. The General Manager believes that this systematic breaking down of complex work into small, specialized tasks is the foundation of their operational excellence. By matching the right person to the right specialized task, the hotel has achieved a level of efficiency that none of its competitors can match.
Identify and explain the Principle of Management followed by Heritage Luxury.
Division of Work: Work is divided into small tasks and assigned to specialists to increase efficiency and output through specialization.
Case 12: Alpha Tech
At Alpha Tech, a software development firm, the project manager, Mr. Vikram, assigned a junior developer, Rohan, the task of completing a critical client module within 48 hours. Rohan was held strictly "responsible" for the deadline. However, when Rohan needed access to the secure server to upload the code, Mr. Vikram refused to give him the password, saying it was "against company policy for juniors to have passwords." Without server access, Rohan could not test or upload the module, and the deadline was missed. The client was furious and canceled the contract. Mr. Vikram tried to blame Rohan for the failure. However, the CEO intervened and realized that while Rohan was given the "responsibility," he was not given the necessary "authority" (server access) to fulfill that responsibility. The CEO noted that there must be a parity between the power to give orders and the obligation to perform. Without this balance, managers cannot expect results from their subordinates.
Identify and explain the Principle of Fayol that was violated by Mr. Vikram.
Authority and Responsibility: There should be a balance (parity) between authority and responsibility. Responsibility without adequate authority leads to failure.
Case 13: Manufacturing Turnaround
In a recent turnaround at a major manufacturing plant, the management and the labor union signed an agreement to end a long-standing dispute. The workers promised to work overtime without extra pay to clear a massive backlog of orders caused by a previous strike. In return, the management promised that once the company became profitable again, they would give every worker a 15% wage hike and a year-end bonus. Both parties honored their commitment. The workers worked with full dedication, and as soon as the financial reports showed a profit, the management immediately announced the wage hike and distributed bonuses. There was a sense of mutual respect for the rules and agreements of the organization at all levels. The CEO noted that this "obedience to rules" and "honoring of commitments" by both superiors and subordinates was the key to their revival. This clear application of organizational rules ensured that there were no further conflicts or disruptions in the production process.
Identify and explain the Principle of Fayol highlighted in this case.
Discipline: Refers to obedience to organizational rules and employment agreements. It requires good superiors at all levels and fair agreements.
Case 14: Fusion Marketing
Fusion Marketing is a creative agency that recently faced a major internal crisis during a high-stakes campaign launch. The graphic design team was in a state of total confusion because they were receiving conflicting instructions. The Creative Director told them to use a "vibrant and colorful" theme to attract younger audiences on social media. However, the Account Manager, who deals directly with the client, insisted that they use a "minimalist and professional" grayscale theme to maintain the luxury image of the brand. The designers, caught between two bosses, didn't know whose orders to follow. As a result, the work was delayed, and the final output was a messy mixture of both styles that the client eventually rejected. The agency lost a multi-million dollar contract. The CEO realized that the fundamental error was allowing "dual subordination," which led to instability and confusion among the creative staff. He immediately mandated that each department member should report to and receive orders from only one designated superior.
Identify and explain the Principle of Fayol violated here.
Unity of Command: An individual employee should receive orders from only one superior. Dual subordination causes confusion, conflict, and instability.
Case 15: Global Logistics
Global Logistics is a large firm with two main divisions: Domestic Courier and International Cargo. Each division has its own specific market, different types of transport requirements, and unique sets of competitors. However, the company was using a single, combined marketing plan for both divisions, which was handled by a single general manager. This caused a lack of focus. The Domestic team was trying to use "same-day delivery" slogans, while the International team needed to focus on "customs clearance expertise." The efforts of the two teams were often overlapping and pulling the company in different directions. Realizing the lack of coordination, the CEO decided to restructure. He appointed a separate head for the Domestic division and a separate head for the International division, each with their own dedicated resources and unique strategic plans. This ensured that all activities within each division were aimed at a single objective under one head, leading to a "Unity of Action" that significantly improved the company's overall performance.
Identify and explain the Principle of Management applied by the CEO.
Unity of Direction: Each group of activities having the same objective must have one head and one plan. It ensures unity of action and coordination.
Case 16: Apex Chemicals
Apex Chemicals is a high-risk chemical processing plant with a very strict formal hierarchy. Communication usually flows strictly from the CEO (Level A) down through the Managers (B), Supervisors (C), Foremen (D), to the Workers (E). One afternoon, a worker, Ramesh (Level E), noticed a small leak in a pressurized gas tank. He knew that he needed to inform the 'Safety Engineer', Suresh (who is also Level E but in the separate Safety Department), to trigger the emergency containment system. Normally, Ramesh would have to tell his foreman, who tells the supervisor, up to the manager, across to the Safety Manager, and down to the Engineer. Ramesh realized that following this "formal chain" would take at least 20 minutes, by which time the whole plant could explode. He decided to use the "Emergency Direct Line" to call Suresh immediately. The leak was contained in two minutes. The management later praised Ramesh for his quick thinking, while reminding others that for non-emergencies, the formal line of authority must always be respected to maintain organizational order.
Identify the principle and explain the specific concept used by Ramesh.
Scalar Chain: The formal line of authority. Ramesh used a Gang Plank, which is a shorter route allowing direct communication between same-level employees in different departments during an emergency.
Case 17: Smart-Mart
At 'Smart-Mart', a massive retail warehouse, the manager, Mr. John, noticed that the floor staff spent nearly 30% of their day simply looking for things. Forklift drivers didn't know where the charging cables were kept, and billing clerks often ran out of paper because the stationery was stored in three different, unmarked rooms. Furthermore, there was no fixed seating arrangement for supervisors, so workers had to wander around the massive building to find their boss for approvals. To fix this, Mr. John implemented a "Systematic Placement Plan." He ensured that every category of goods had a designated, labeled shelf. He also assigned a fixed office cabin to every manager and a fixed workstation to every clerk. Within a month, the "searching time" dropped to zero. Mr. John often says, "A place for everything and everyone in its place is the secret to a stress-free workplace." This orderly arrangement of both materials and people not only increased efficiency but also improved the morale of the workers, who no longer felt frustrated by the daily chaos.
Identify and explain the Principle of Fayol implemented at Smart-Mart.
Order: This principle states that there should be a place for everything (material order) and everyone (social order) in an organization, and everything should be in its designated place.
Case 18: Ethical Apparels
Mr. Raghav is the General Manager of 'Ethical Apparels', a garment factory with 500 employees. He is widely respected for his "Heart-centered" management style. He ensures that there is absolutely no discrimination in the factory based on gender, religion, language, or caste. Last month, a vacancy opened for the post of 'Production Head'. Despite pressure from the board to hire a male relative of the owner, Mr. Raghav promoted Ms. Anjali, a dedicated employee from a different state, solely because she had the best performance record. He also ensures that the rules for sick leave and bonuses are applied identically to everyone, from the senior accountants to the junior sweepers. He believes that a manager must be kind and just to his subordinates to earn their loyalty and devotion. When workers feel they are treated with fairness and "Equality," they work with more passion. As a result, Ethical Apparels has the lowest labor turnover rate in the industry and has never faced a labor strike in its 15-year history.
Identify and explain the Principle of Management followed by Mr. Raghav.
Equity: Managers should be kind and just to their subordinates. There should be no discrimination on the basis of sex, religion, language, caste, or belief.
Case 19: Cloud-Nine IT Startup
'Cloud-Nine' is a modern IT startup that was initially struggling with a very high "Labor Turnover Rate." The management used to put new developers under intense pressure to deliver complex results within the first 10 days of joining. If a new hire didn't show "extraordinary" performance immediately, they were terminated and replaced. This created a climate of fear, and even the talented developers were leaving the company due to job insecurity. The new HR Director realized that this was a fundamental error in management. She implemented a new policy where every selected candidate is given a "Minimum Tenure" or a "Probationary Period" of six months to settle down, learn the company's culture, and show their potential. She noted that a worker needs time to become efficient in a new environment. Since the implementation of this policy, the turnover rate has dropped by 70%, and the developers are now working with a calm mind, leading to much higher quality software launches. The company realized that stability is essential for organizational excellence.
Identify and explain the Principle of Fayol highlighted in the change at Cloud-Nine.
Stability of Personnel: Employees should be selected and appointed after due procedure and kept at their post for a minimum fixed tenure to show results. Instability leads to inefficiency.
Case 20: Innovate-X Design Firm
Innovate-X, a design firm, the manager, Mr. Sameer, encourages his team to "think beyond the manual." During the monthly planning meetings, he doesn't just give orders; he actively asks the junior staff to suggest new ways of reducing waste or improving the design workflow. Last year, a junior designer suggested a new software plugin that could automate the repetitive part of their job. Although this required changing the established routine, Mr. Sameer supported the idea and implemented it. He even gave the designer a "Creativity Award" for his contribution. Mr. Sameer believes that when employees are given the freedom to execute their own ideas within the limits of authority, they feel a sense of ownership and work with much higher energy. This practice of encouraging subordinates to take the first step with self-motivation has made Innovate-X the most creative firm in the city. The staff feels empowered, and the firm continuously evolves through the small, innovative steps taken by its employees at all levels.
Identify and explain the Principle of Management followed by Mr. Sameer.
Initiative: Workers should be encouraged to develop and carry out their plans for improvements. It provides much satisfaction to the employees and encourages self-motivation.
Case 21: Team-Spirit Ltd
The Managing Director of 'Team-Spirit Ltd', Mr. Bose, believes that "United we stand, divided we fall." In all his speeches and internal emails, he consciously avoids using the word "I" and consistently replaces it with "We." For example, instead of saying "I achieved the target," he says "We achieved the target together." He encourages department heads to organize weekly "Unity Lunches" where staff from different levels sit and eat together to build mutual trust and belongingness. He discourages managers from using "Divide and Rule" tactics, noting that internal politics and jealousy are the biggest enemies of organizational success. He believes that a manager must promote team spirit, unity, and harmony to achieve goals efficiently. This culture of mutual trust has created such a strong bond among the employees that even during a period of financial crisis, the staff worked extra hours for free to save the company, proving that the strength of a company lies in its team unity.
Identify and explain the Principle of Fayol highlighted in the leadership style of Mr. Bose.
Esprit de Corps: Management should promote a team spirit of unity and harmony. Replacing "I" with "We" builds mutual trust and belongingness.
Case 22: Zenith Electronics
Zenith Electronics is a manufacturing firm that faced a labor crisis last year. The workers felt that despite the company's rising profits and high inflation in the country, their salaries had remained stagnant for three years. They argued that their current pay was not enough to provide them with a "reasonable standard of living." The management held a meeting with the labor representatives. After analyzing the company's financial capacity and the average wages in the electronics industry, they agreed to a 20% hike in basic salary and introduced a performance-linked bonus. The CEO stated that the company's policy is to ensure that the compensation is "just and equitable" for both the employees and the organization. It should give the workers a fair standard of living while being within the "paying capacity" of the firm. This agreement satisfied the workers, and the company saw a 30% increase in productivity over the next six months, proving that fair pay is the best motivator for long-term loyalty and effort.
Identify and explain the Principle of Fayol discussed in this case.
Remuneration of Employees: Compensation should be fair to both employees (fair standard of living) and the organization (within paying capacity).
Case 23: Global Foods
Global Foods is a multinational company with operations in 10 countries. The Board of Directors realized that they couldn't make every small decision from the head office in New York. They decided to keep the "Major Strategic Decisions"—such as capital investment, mergers, and brand identity—strictly under their own control (Centralisation). However, they gave the local country managers full "authority" to make daily operational decisions, such as local marketing, hiring of staff, and choosing local suppliers (Decentralisation). The CEO noted that a company should not be "totally centralized" or "totally decentralized." There must be a balance depending on the size of the firm and the nature of the task. By keeping the core authority at the top but delegating daily power to the lower levels, the company achieved both "strong control" and "high speed of execution." This balance allowed the company to respond quickly to local market trends while ensuring that the global brand remained consistent and financially secure.
Identify and explain the Principle of Fayol highlighted in the structure of Global Foods.
Centralisation and Decentralisation: Centralisation is the concentration of decision-making authority, while Decentralisation is its dispersal. An organization should have a balance between the two.
Case 24: Construction Firm Purchase
Mr. Gupta is the purchasing manager of a large construction firm. He was tasked with buying ₹5 crore worth of steel for a new project. He had two choices: a high-quality supplier who offered the steel at the market rate, or a smaller firm owned by his brother-in-law which offered low-quality steel at a much higher price. Mr. Gupta decided to give the contract to his brother-in-law to help his family business, even though he knew this would cause a loss of ₹50 lakh to his company and lead to a weak building structure. When the CEO found out, he immediately fired Mr. Gupta. The CEO noted that in any organization, the "Interests of the Company" must always come before the "Personal Interests" of an individual manager or employee. A manager should never sacrifice the larger goal of organizational success for personal gain or family connections. The larger common interest should always prevail over the smaller individual interest to ensure the long-term survival and reputation of the business entity.
Identify and explain the Principle of Fayol that was violated by Mr. Gupta.
Subordination of Individual Interest to General Interest: The interests of an organization should take priority over the interests of any one individual employee.
Case 25: Factory Restructuring
A prominent management consultant, Dr. Mehta, was invited to a factory to solve productivity issues. He observed two main problems. First, the workers were using traditional, inefficient tools based on "years of habit" (Rule of Thumb). Second, there was a total lack of "Unity of Command," as workers were receiving instructions from multiple supervisors who didn't coordinate with each other. Dr. Mehta suggested two changes: (1) Conduct a scientific study to find the most efficient tool for each job, and (2) Restructure the organization so each worker reports to only one boss. He explained that while Taylor's Scientific Management focuses on increasing efficiency at the "Shop Floor level" (Operational), Fayol's Principles are more focused on the "Top Management level" (General Administration). He concluded that both sets of principles are essential. One makes the worker more productive through science, while the other makes the manager more effective through better administrative structure. The combination of these two approaches transformed the factory into a modern, efficient, and well-managed organization within a year.
a) Identify the two concepts/principles highlighted in the consultant's two suggestions.
b) State one point of difference between Taylor and Fayol's perspective mentioned in the story.
b) State one point of difference between Taylor and Fayol's perspective mentioned in the story.
a) Suggestions: (1) Science Not Rule of Thumb (Taylor); (2) Unity of Command (Fayol).
b) Difference: Taylor focuses on the Shop Floor level (Production), while Fayol focuses on the Top Level Management (General Administration).
b) Difference: Taylor focuses on the Shop Floor level (Production), while Fayol focuses on the Top Level Management (General Administration).
No comments:
Post a Comment