IGNOU MTTM 1 Free Solved Assignment 2022-23 , IGNOU MMTM 1 MANAGEMENT FUNCTIONS AND BEHAVIOUR IN TOURISM Free Solved Assignment 2022-23 If you are interested in pursuing a course in radio production and direction, IGNOU MTTM 1 can be an excellent choice. In this article, we will take a closer look at what IGNOU MTTM 1 is all about and what you can expect to learn from this course.

IGNOU MTTM 1 is a course offered by the Indira Gandhi National Open University (IGNOU) under the School of Journalism and New Media Studies. As the name suggests, it is a course on “Production and Direction for Radio.” The course is designed to provide students with a comprehensive understanding of radio production and direction and covers various topics related to this field.

IGNOU MTTM 1 Free Solved Assignment 2022-23

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Q1. Describe the responsibilities of managers towards employee and Government. 

Managers have a range of responsibilities towards their employees and the government, including:

1. Responsibilities towards employees:

• Providing a safe and healthy work environment.
• Ensuring that employees are treated fairly and without discrimination.
• Providing regular feedback and guidance to employees to help them improve their performance.
• Encouraging employees to develop their skills and knowledge through training and development opportunities.
• Ensuring that employees are adequately compensated for their work.
• Maintaining good communication with employees and keeping them informed about company policies, procedures, and goals.
• Handling employee grievances and concerns in a timely and professional manner.

2. Responsibilities towards the government:

• Complying with all relevant laws and regulations, such as those related to health and safety, employment standards, and taxation.
• Keeping accurate records of employee hours worked, wages paid, and taxes withheld.
• Providing information to government agencies when required, such as during audits or investigations.
• Ensuring that the company operates ethically and with integrity, in accordance with government regulations and standards.
• Contributing to the community through socially responsible initiatives, such as charitable donations or environmental stewardship programs.

In summary, managers have a duty to ensure that they are providing a safe, fair, and supportive work environment for their employees, while also meeting their obligations to the government and broader community.

Q2. What is planning? Elaborate the steps involved in designing a control process.

Planning is the process of creating a roadmap that outlines how an organization or individual will achieve its goals and objectives. It involves defining specific objectives, determining the resources needed, and developing a timeline for achieving those objectives. The goal of planning is to create a framework that helps to guide decision-making and ensure that resources are used effectively and efficiently.

Designing a control process involves several steps, including:

• Setting objectives: The first step in designing a control process is to define the specific objectives that need to be achieved. This involves identifying the desired outcomes and determining the criteria for success.
• Establishing standards: Once the objectives have been set, the next step is to establish standards or benchmarks against which progress can be measured. These standards should be specific, measurable, and achievable.
• Developing a control plan: The control plan outlines the specific steps that will be taken to achieve the objectives and meet the established standards. This plan should include a timeline, a budget, and a list of resources needed.
• Assigning responsibilities: The next step is to assign responsibilities to individuals or teams who will be responsible for implementing the control plan. This involves delegating tasks and ensuring that everyone understands their role in the process.
• Implementing the plan: With the plan in place and responsibilities assigned, the next step is to implement the control plan. This involves putting the plan into action and monitoring progress to ensure that objectives are being met.
• Evaluating performance: As the control plan is implemented, it is important to regularly evaluate performance to ensure that progress is being made and objectives are being met. This involves comparing actual performance against the established standards and making adjustments as needed.
• Taking corrective action: If progress is not being made or objectives are not being met, it may be necessary to take corrective action. This involves identifying the root cause of the problem and taking steps to address it, such as revising the control plan or allocating additional resources.

Overall, designing a control process involves a structured approach to planning and execution, with a focus on achieving specific objectives and using resources effectively and efficiently.

Q.3 Analyse the skills required for building an Institution.

Building an institution requires a diverse set of skills that are essential for creating and managing a successful organization. Here are some of the key skills needed:

• Leadership: A strong leader who can motivate and inspire the team is essential for building an institution. They must be able to set a clear vision, communicate it effectively, and make strategic decisions that guide the institution towards achieving its goals.
• Strategic Planning: Developing a comprehensive plan is crucial for building an institution. This involves analyzing the market, identifying opportunities, and setting goals and objectives. A strategic plan serves as a roadmap for the institution and helps to guide decision-making.
• Financial Management: Building an institution requires significant financial resources. Therefore, financial management skills are essential for ensuring that the institution is sustainable and profitable. This involves budgeting, forecasting, and managing cash flow, among other things.
• Marketing and Communications: Effective marketing and communication skills are essential for building an institution. This involves creating a brand, promoting the institution, and communicating with stakeholders, including staff, clients, and the public.
• Human Resource Management: People are the most critical resource in any institution. Therefore, managing staff effectively is essential for building an institution. This involves recruiting, training, and retaining the best talent, creating a positive organizational culture, and ensuring compliance with labor laws and regulations.
• Operations Management: An institution’s operations must be efficient and effective to ensure that it meets its goals. This involves managing the processes, systems, and resources needed to deliver the institution’s products or services.
• Problem-Solving and Decision-Making: Building an institution requires the ability to solve problems and make decisions effectively. This involves identifying problems, analyzing data, and developing solutions that align with the institution’s goals and objectives.

In summary, building an institution requires a combination of leadership, strategic planning, financial management, marketing and communication, human resource management, operations management, and problem-solving and decision-making skills.

Q4. How many types of managerial decisions are there? When and how group decision strategies should be used?

There are several types of managerial decisions, but they can generally be classified into three main categories:

• Strategic decisions: These decisions are related to the long-term goals and direction of an organization. They are typically made by top-level managers and involve high-level planning and resource allocation.
• Tactical decisions: These decisions are more short-term in nature and are focused on implementing the strategies developed in the strategic decision-making process. They are made by mid-level managers and involve more specific planning and coordination.
• Operational decisions: These decisions are made on a daily basis by front-line managers and employees and are focused on the day-to-day operations of the organization.

When it comes to group decision-making strategies, there are several approaches that can be used depending on the situation. Here are some common ones:

• Brainstorming: This involves generating ideas and solutions in a group setting, with the goal of generating as many ideas as possible without judgment or criticism.
• Consensus: This involves reaching a decision that everyone in the group can agree on. It may involve some compromise and negotiation.
• Majority vote: This involves taking a vote and making a decision based on the majority opinion.
• Authority rule: This involves giving decision-making power to a single person or small group of people who have the authority to make decisions.

The choice of group decision-making strategy will depend on factors such as the complexity of the decision, the size of the group, and the level of agreement required. In general, group decision-making can be beneficial in situations where multiple perspectives and expertise are needed to make a well-informed decision. However, it can also be time-consuming and may lead to compromise and conflict.

Q5. Distinguish between culture and climate. How culture and climate will affect productivity? Give suitable examples. 

Culture and climate are two different concepts that are often used interchangeably, but they have distinct meanings and implications for productivity in the workplace.

Culture refers to the shared values, beliefs, norms, and practices that define an organization. Culture is shaped by the organization’s history, mission, and leadership, and it influences how people behave, communicate, and make decisions. A positive culture can create a sense of purpose, belonging, and loyalty among employees, while a negative culture can lead to low morale, turnover, and poor performance.

Climate, on the other hand, refers to the prevailing mood, atmosphere, and tone of an organization. Climate is influenced by the physical environment, leadership style, and interpersonal relationships among employees. A positive climate can foster trust, collaboration, and innovation, while a negative climate can create stress, conflict, and resistance to change.

Both culture and climate can affect productivity in the workplace. For example:

• If an organization has a culture that values innovation, risk-taking, and continuous learning, employees may feel empowered to generate new ideas, experiment with new approaches, and learn from their failures. This can lead to a culture of innovation, which can drive productivity and competitiveness. Conversely, if an organization has a culture that values conformity, obedience, and avoiding mistakes, employees may feel discouraged from taking risks, trying new things, or questioning the status quo. This can lead to a culture of complacency, which can stifle productivity and innovation.
• If an organization has a climate that is characterized by open communication, respect, and trust, employees may feel comfortable sharing their ideas, opinions, and concerns. This can foster collaboration, creativity, and problem-solving, which can improve productivity and quality of work. Conversely, if an organization has a climate that is characterized by closed communication, disrespect, and mistrust, employees may feel hesitant to speak up, share information, or collaborate with others. This can lead to conflicts, misunderstandings, and inefficiencies, which can decrease productivity and morale.

In conclusion, while culture and climate are distinct concepts, they are interrelated and can have a significant impact on productivity in the workplace. Organizations that cultivate positive cultures and climates are more likely to attract and retain talented employees, achieve their goals, and adapt to changes in the business environment.

Q6. Describe different modes of “Conflict Management”?

There are several different modes of conflict management, each with its own approach and level of assertiveness:

• Collaboration: This mode involves finding a solution that works for all parties involved in the conflict. It requires a high level of cooperation and communication between the parties to identify and address the underlying issues.
• Compromise: This mode involves finding a middle ground between the conflicting parties, where both parties are willing to give up something in order to reach an agreement. Compromise can be a useful mode when the conflict is relatively minor and the parties are open to negotiation.
• Competition: This mode involves a win-lose mentality, where one party’s interests are prioritized over the other’s. It can be useful when a quick decision is needed, or when one party has a significant advantage over the other.
• Accommodation: This mode involves one party giving in to the other’s demands in order to resolve the conflict quickly. It can be useful when the stakes are low or when the relationship between the parties is more important than the outcome of the conflict.
• Avoidance: This mode involves ignoring or avoiding the conflict altogether, either by denying its existence or by withdrawing from the situation. While it may provide temporary relief, avoidance often leads to the underlying issues going unresolved and the conflict continuing to fester.

Q7. What is “Domino Effect”? How one can avoid external dependence

The domino effect refers to a situation where one event triggers a chain reaction of similar events, much like a line of dominoes falling down one after the other. In other words, it describes a situation where one event leads to a series of related events, often with negative consequences.

In the context of external dependence, the domino effect can occur when a company or individual relies too heavily on a single external source, such as a supplier or partner, for a critical resource or service. If that external source experiences a disruption or failure, it can trigger a chain reaction of negative consequences for the dependent party, potentially causing severe disruptions to their operations.

To avoid external dependence and the risk of a domino effect, one can take several steps. First, it’s important to identify critical resources and services that the organization relies on and assess the risks associated with external dependence on those resources. Then, consider diversifying sources for those critical resources or developing alternative solutions to reduce reliance on a single external source. Finally, establish contingency plans in case of disruptions to critical resources or services, such as stockpiling backup supplies or developing emergency response plans.

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