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Answer Posted / thakkar mohini
Service and business are two differnt things and ther is a
big difference between these two words.
Service = Service means job from which a person can earn
money by doing specific work in specifc timing and person
gets salary by doing approproiate work. In service there is
no responsiblity of any profit or loss in serviceman, he
get salary time to time against work. In short in service
person has to work in anybody's under, in this any one type
of knowledge is required reagrding appropriate field.
Eg.
A clerk is doing work in Advoacte's office and that person
paid him salary month to month, in this that person whose
post is clerk in office get salary month to month by doing
appropriate work under Advoacate, that person is not
concern with problem that Advoacte recieves matters or not,
he gets his salary against his work(service), we can say it
job also.
Business = Business mean the person who starst it is own
his responsiblities only and he has to suffers with profit
or loss and he has to invest everything in it. in this he
can't get salary but get profit or loss. To do business
some basic things like lots of reaponsiblities e.g.
Government Polices, work, internal and external environment
of work, problem solutions etc. are required most and
entreprenure has to do these or solve these problems alone
only and. Thus, it busniess gives you money but with
responsiblities.
Thus, basic differences in it are:
1)In business responsibility is main, while in service it
is less;
2)In business person gets consideration by way of and in
the nature of profi or loss while in service as a salary:
3)In business person does work independetly while in
service person have to do work in anyone's under.
These are basic difference between service and business.
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Case Study Please read the case given below and answer the questions given at the end. One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called to the office of his immediate superior V.R. Naik, the production manager. Naik said, “Rao, I want to discuss a situation in the production department. A lot of people feel that Govindan is not the right man for the Assistant Superintendent’s position. The President and others have decided that I have got to fire Govindan or at least move him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I was talking with Bhadra this morning, and we decided that you might be able to make use of Govindan in your department.” Rao was surprised by both the information, and the proposal. Naik concluded his comments with, “Rao, I am asking you to take Govindan. You can say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Govindan in view of his long technical experience of production work. Think it over, and let me know by tomorrow.” Rao thought over the matter. PMA company had been a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering Department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Rao, 28 years old, who had been with the company for two years in the Purchasing department, was selected. Rao had B.E. and MBA degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a transfer from Purchasing to Production for better opportunities for advancement. Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent. Thirdly, he engaged an Industrial Psychologist to appraise all the Supervisory Personnel. Govindan had been with the company for 20 years since its founding and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, he had little formal education. The industrial Psychologist’s report about Govindan contained the following points: (i) Evaluation for the position of Assistant Superintendent : Not good enough. (ii) Capacity for good human relations in supervision : Will have friction frequently. (iii) Need for development counseling: Counseling greatly needed. (iv) General evaluation: Govindan had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position. Questions: 1. What is the problem in the case? Explain. 2. Explain Govindan’s behavior and work experience vis-à- vis the psychologist’s report. 3. How do you see Naik’s suggestion to Rao? Give reasons. 4. What are Rao’s considerations in taking a decision? What should he do? Explain.
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