Tag: Leadership Styles

Goal approach:

The goal approach refers to optimal profit by offering the best service that will lead to high productivity. The limitation of the goal approach is that it is a bit difficult to identify the real goal and not the ideal goal

System-resource approach:

The system resource approach puts its onus on the interdependency of processes that align the organization with its environment. It takes the form of input-output transactions and includes human, economic and physical resources. The limitation of this approach is that acquisition of resources from the environment becomes aligned with the goal of the organization and thus it becomes quite similar to the goal-oriented approach.

Strategic Constituency Approach:

The strategic constituency model assesses effectiveness by measuring the degree to which it satisfies those in the environment who can threaten the organization’s survival; i.e., its strategic constituencies or interest groups. Each constituency has a degree of power and pursues different goals.

Constituencies can include owners, management, employees, customers, suppliers, government, and customer groups. Here, it is key to identify the relevant strategic constituencies, identify their expectations, and the way to meet these expectations.

Internal Process Approach:

The internal process model looks not at the outcome but at what happens inside of the organization. This approach assesses effectiveness through the smooth functioning of organizational operations. This is achieved through information management, documentation, and continuous consolidation.

The best-known example is the lean process approach, focused on continuous improvement and efficiency. The drawback is that the focus is often more on efficiency than on effectiveness and that the focus is more on inward processes than on outward opportunities.

Functional approach:

The functional approach assumes that the organization has already identified its goals, and now the focus should be upon attainment of these goals and how to serve society. The limitation of this approach is that the organization has the autonomy to take independent action for attaining its goals and so why will it accept serving society as its ultimate goal.

Process Consultation

The technique of process consultation is an improvement over the method of sensitivity training or T-Group in the sense that both are based on the similar premise of improving organisational effectiveness through dealing with interpersonal problems but process consultation is more tasks oriented than sensitivity training.

In process consultation the consultant or expert provides the trainee feedback and tell him what is going around him as pointed out by E H Schein that the consultant, “Gives the client ‘insight’ into what is going on around him, within him, and between him and other people.”

Under this technique the consultant or expert provides necessary guidance or advice as to how the participant can solve his own problem. Here the consultant makes correct diagnosis of the problem and then guides the participants.

The consultant according to E H Schein, “Helping the client to perceive, understand and act upon process events which occur in the clients’ environment.” Process consultation technique is developed to find solutions to the important problems faced by the organisation such as decision making and problem solving, communication, functional role of group members, leadership qualities. Consultant is an expert outside the organisation.

E H Schein has suggested the following steps for consultant to follow in process consultation:

(i) Initiate contact:

This is where the client contacts the consultant with a problem that cannot be solved by normal organisation procedures or resources.

(ii) Define the Relationship:

In this step the consultant and the client enter into both a formal contract spelling out services, time, and frees and a psychological contract. The latter spells out the expectations and hoped for results of both the client and the consultant.

(iii) Select a Setting and a Method:

This step involves an understanding of where and how the consultant will do the job that needs to be done.

(iv) Gather Data and Make a Diagnosis:

Through a survey using questionnaires, observation and interviews, the consultant makes a preliminary diagnosis. This data gathering occurs simultaneously with the entire consultative process.

(v) Intervene:

Agenda setting, feedback, coaching, and/or structural interventions can be made in the process consultation approach.

(vi) Reduce Involvement and Terminate:

The consultant disengages from the client organization by mutual agreement but leaves the door open for future involvement.” The organisation benefits from the process consultation to ease out interpersonal and intergroup problems. To use the technique of process consultation effectively the participants should take interest in it.

Third Party

Activities designed and conducted by a skilled consultant to manage interpersonal conflict in the process of organizational change.

Team Building

Team Building is another method of organisation development. This method is specifically designed to make improvement in the ability of employees and motivating them to work together. It is the organisation development technique which emphasizes on team building or forming work groups in order to improve organisational effectiveness.

These teams consist of employees of the same rank and a supervisor. This technique is an application of sensitivity training to the teams of different departments. The teams or work groups are pretty small consisting of 10 to 15 persons. They undergo group discussion under the supervision of an expert trainer usually a supervisor. The trainer only guides but does not participate in the group discussion.

This method of team building is used because people in general do not open up their mind and not honest to their fellows. As they does not mix up openly and fail to express their views to the peers and superiors. This technique helps them express their views and see how others interpret their views. It increases the sensitivity to others’ behaviour.

They become aware of group functioning. They get exposed to the creative thinking of others and socio-psychological behaviour at the workplace. They learn many aspects of interpersonal behaviour and interactions.

Transactional Analysis

Transactional analysis helps people to understand each other better. It is a useful tool for organisational development but it has diverse applications in training, counselling, interpersonal communication and making analysis of group dynamics. Nowadays, it is widely used as OD technique. It helps in developing more adult ego states among people of the organisation. It is also used in process consultation and team building.

Benchmarking: Using standard measurements in a service or industry for comparison to other organizations in order to gain perspective on organizational performance. For example, there are emerging standard benchmarks for universities, hospitals, etc. In and of itself, this is not an overall comprehensive process assured to improve performance, rather the results from benchmark comparisons can be used in more overall processes. Benchmarking is often perceived as a quality initiative.

Balanced Scorecard: Focuses on four indicators, including customer perspective, internal-business processes, learning and growth and financials, to monitor progress toward organization’s strategic goals.

Business Process Reengineering: Aims to increase performance by radically re-designing the organization’s structures and processes, including by starting over from the ground up.

Cultural Change: Cultural change is a form of organizational transformation, that is, radical and fundamental form of change. Cultural change involves changing the basic values, norms, beliefs, etc., among members of the organization.

Quality Management: Focuses on ensuring the highest quality of activities to produce the highest quality of products and services to customers and clients. That includes diagnosing errors in the activities as well as recommendations and actions to avoid those errors.

Knowledge Management: Focuses on collection and management of critical knowledge in an organization to increase its capacity for achieving results. Knowledge management often includes extensive use of computer technology. In and of itself, this is not an overall comprehensive process assured to improve performance. Its effectiveness toward reaching overall results for the organization depends on how well the enhanced, critical knowledge is applied in the organization.

Management by Objectives (MBO): Aims to align goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identifying their objectives, time lines for completion, etc. Includes ongoing tracking and feedback in process to reach objectives. MBO’s are often perceived as a form of planning.

Learning Organization: Focuses on enhancing organizations systems (including people) to increase an organization’s capacity for performance. Includes extensive use of principles of systems theory. In and of itself, this is not an overall comprehensive process assured to improve performance. Its effectiveness toward reaching overall results for the organization depends on how well the enhanced ability to learn is applied in the organization.

Program Evaluation: Program evaluation is used for a wide variety of applications, e.g., to increase efficiencies of program processes and thereby cut costs, to assess if program goals were reached or not, to quality programs for accreditation, etc.

Outcome-Based Evaluation (particularly for nonprofits): Outcomes-based evaluation is increasingly used, particularly by nonprofit organizations, to assess the impact of their services and products on their target communities. The process includes identifying preferred outcomes to accomplish with a certain target market, associate indicators as measures for each of those outcomes and then carry out the measures to assess the extent of outcomes reached.

Strategic Planning: Organization-wide process to identify strategic direction, including vision, mission, values and overall goals. Direction is pursued by implementing associated action plans, including multi-level goals, objectives, time lines and responsibilities. Strategic planning is, of course, a form of planning.

Systems-Based Model to Diagnose For-Profit Organizations: The model follows a logic model format, and specifies which management functions should be addressed and in which order. It is aligned with this online organizational assessment tool.

Total Quality Management (TQM): Set of management practices throughout the organization to ensure the organization consistently meets or exceeds customer requirements. Strong focus on process measurement and controls as means of continuous improvement. TQM is a quality initiative.

Systems-Based Model to Diagnose Nonprofit Organizations: The model follows a logic model format, and specifies which management functions should be addressed and in which order. It is aligned with this online organizational assessment tool.

Organizational development is a long term effort, led and supported by top management, to improve an organisation’s visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organization culture with special emphasis on the culture of intact work teams and other team configurations, utilizing the consultants, facilitator role and the theory and technology of applied behavioural science, including action research.

Some of the main technique, or interventions, coming under the OD umbrella are the following:

i) Role analysis

ii) TQM (Total Quality Management)

iii) Quality circles

iv) Assessment / development centers

v) Re-engineering

vi) Large-scale-systems change

vii) MBO (Management by Objectives)

viii) Team building

ix) T groups (also called encounter groups and sensitivity training)

x) Work re-design and job enrichment.

xi) Survey research and feedback

xii) Third party interventions

xiii) Quality of work life projects

xiv) Grid training

xv) Action research

Action research

Action research (Developed by Kurt Levin in 1947) is a core component of organisation development and an important tool of organisational analysis.

It is a process of systematically collecting research date relating to a specific goal, objective or need of the organisation, feeding the results back to the sources of the original data and planning further action based on discussion of the results obtained.

This may be regarded as an interactive process whereby the data is obtained, discussed and further refined before actions are jointly planned to meet the original objectives of the review. The key feature of action research is that it is a process that is continually being applied and re-tested until the desired results are obtained.

Organisation Structure Analysis There are a number of techniques that may be used to analyse the structure of organisations. The fundamental aim of the analysis is to determine whether:

• The existing structure supports the mission and strategy.
• The existing structure is appropriate to the needs of the organisation.
• It provides the most logical and cost-effective grouping of functions.
• The structure maximizes the people strengths in the organisation

One important step in creating a workplace that values diversity is training for supervisors and managers, as well as training for all employees. The other benefit of diversity training is that it may help reduce claims of discrimination or harassment.

Despite the unfavorable consequences inherent in the provision of multicultural supervision, supervisors who demonstrate multicultural competence in supervision may be able to mitigate the negative effects of cultural differences on supervision processes and outcomes. In particular, supervisors who demonstrate interest in supervisee cultural background, maintain a positive attitude towards cultural differences, openly discuss cultural differences in supervision, and convey warmth and support are capable of building a strong supervisory relationship with supervisees of a different race, gender, or sexual orientation.

Strategies

Mentoring

Mentoring programs can be of great help in bringing on nontraditional workers within a company. These mentoring relationships should be promoted as a voluntary arrangement, in which the mentee can identify her own preferred mentor. Once the pairing is in place, suggest ways in which the mentor can develop the relationship, and be clear about the goals the company desires from the arrangement, such as the identification of particular talents.

Diversity Training

Both supervisors and employees benefit greatly from specific diversity training in a workplace setting. This training should ideally explain the company’s policy on diversity and its aims in diversifying its workforce. It should also make employees think about viewing workplace issues from a number of different points of view. The course should contain specific information about the different cultures represented in the workforce. It should also confront stereotypes that individual workers may hold and should promote respectful discussion of issues surrounding diversity.

Flexible Schedules

Nine-to-five hours don’t always work best for employees with children or other domestic responsibilities. Instituting flextime or other solutions, such as telecommuting and job sharing, can help those workers be as productive as possible by allowing them to manage their other responsibilities efficiently.

Conflict Resolution

Just as managers may need help in adapting to a diverse workforce, so other employees may have to be prepared to see their colleagues in a new light. This may take longer for some workers than for others. For those who have difficulties in adapting to diversity, make sure that you have explained your expectations as a manager clearly and, if conflicts do arise, have a clear framework for conflict resolution explicit in your employee handbook.

Disability Accommodation

Managers supervising a diverse workforce must be prepared to manage disability needs in a sensitive and appropriate manner. It’s hard to predict disability accommodations ahead of time, as they will vary with each employee situation. Instead of viewing a disability accommodation as a disruption to the workplace, view it as an opportunity to allow that worker to contribute his unique talents fully to the company.

Points:

• It encourages a diversity of ideas and perspectives.
• Diversity recognizes, values, and respects differences.
• It helps the organization attract and retain high-quality employees.
• It promotes fairness and allows everyone to contribute to goals and to share in success.

Ethical decision-making is the process of evaluating and choosing actions that align with moral principles, values, and societal norms. It involves considering the consequences of decisions on stakeholders, upholding fairness, and respecting rights and responsibilities. Key steps include identifying the ethical dilemma, gathering relevant information, evaluating alternatives, and choosing the most morally justifiable option. Transparency, integrity, and accountability are essential to ensure trust and credibility. Ethical decision-making fosters a positive organizational culture, enhances reputation, and promotes long-term success. It requires balancing competing interests while adhering to legal and ethical standards. By prioritizing ethical considerations, individuals and organizations can build sustainable relationships, mitigate risks, and contribute to the greater good of society.

Basis for Ethical decisions Making:

• Moral Principles and Values

Ethical decision-making begins with moral principles and values that define what is considered right or wrong. These include honesty, fairness, justice, integrity, and respect. Decisions guided by these values help ensure that actions align with ethical expectations and promote the well-being of individuals and society. A decision rooted in core moral values is more likely to be universally accepted and respected. These principles act as moral compasses, helping individuals evaluate choices and choose those that reflect responsible and principled conduct, even in difficult or complex situations.

• Consequences of Actions (Utilitarian Approach)

One of the key bases for ethical decision-making is evaluating the consequences of actions, known as the utilitarian approach. This method focuses on choosing actions that result in the greatest good for the greatest number of people. It emphasizes outcomes—maximizing benefits and minimizing harm. Decision-makers consider how their choices will affect stakeholders and aim for solutions that generate the most overall happiness or value. While practical and widely used, this approach can sometimes overlook the rights of minorities or justify questionable means for achieving positive results.

• Rights of Individuals

Respecting the rights of individuals is another crucial basis for ethical decisions. This approach emphasizes that certain rights—such as the right to privacy, freedom, equality, and safety—must never be violated, regardless of the outcome. Ethical decisions must honor these rights and avoid using people as means to an end. This foundation helps ensure that each person is treated with dignity and protected from injustice. Even if violating rights benefits the majority, it is still considered unethical under this principle. It aligns closely with legal standards and universal human rights.

• Duty and Obligation (Deontological Approach)

The duty-based or deontological approach to ethical decision-making focuses on what one ought to do, based on rules, roles, or moral obligations, regardless of the outcomes. It asserts that certain actions are inherently right or wrong. For example, telling the truth is considered a moral duty, even if it leads to uncomfortable consequences. This approach is grounded in the belief that ethical decisions must be consistent, principled, and respectful of moral law. It is especially relevant in professions where ethical codes mandate specific responsibilities and standards of conduct.

• Justice and Fairness

Justice and fairness serve as an essential basis for ethical decision-making by promoting equality, impartiality, and fair treatment. This approach ensures that individuals are treated consistently and without bias, and that resources, rewards, and punishments are distributed equitably. Ethical decisions should not favor one group over another without valid justification. In business and governance, fairness in hiring, promotion, and customer service are key indicators of ethical behavior. Upholding justice helps build trust, reduce discrimination, and foster a more inclusive and ethical environment.

• Virtue and Character (Virtue Ethics)

Virtue ethics focuses on the character and moral integrity of the person making the decision rather than rules or outcomes. It asks, “What would a good or virtuous person do?” Virtues like honesty, courage, compassion, and humility guide behavior that is not only legally right but morally admirable. This approach encourages people to develop good habits and moral character over time. Decisions are judged based on whether they reflect and reinforce virtuous behavior. Virtue ethics emphasizes long-term moral growth and ethical consistency in both personal and professional life.

Process for Ethical decisions Making:

Ethical decision-making requires a structured approach to ensure fairness, accountability, and moral responsibility. By following a clear process, individuals and organizations can navigate complex dilemmas while upholding ethical standards.

1. Identify the Ethical Issue

The first step is recognizing that a decision has ethical implications. This involves distinguishing between personal preferences and genuine moral concerns. Ask: Does this situation involve fairness, rights, honesty, or potential harm? For example, a manager must identify whether favoring a friend for promotion over a more qualified candidate is an ethical issue or just a personal choice. Clarity at this stage prevents overlooking critical moral dimensions.

2. Gather Relevant Information

Before making a decision, collect all necessary facts, including legal requirements, organizational policies, and stakeholder perspectives. Missing information can lead to biased or uninformed choices. For instance, a doctor deciding on patient treatment must review medical history, risks, and patient preferences. Consulting experts or ethical guidelines (like corporate codes of conduct) ensures well-rounded understanding.

3. Evaluate Alternatives

Consider all possible courses of action and assess their ethical implications using principles like fairness, honesty, and consequences. Weigh the pros and cons of each option. For example, a company facing environmental concerns might evaluate alternatives like reducing waste, switching suppliers, or ignoring the issue. Tools like cost-benefit analysis or stakeholder impact assessment can help compare choices objectively.

4. Apply Ethical Principles

Use established ethical frameworks (such as utilitarianism, deontology, or virtue ethics) to analyze options. Ask:

• Which choice does the most good for the most people? (Utilitarianism)

• Does this action respect everyone’s rights? (Deontology)

• Would a morally upright person choose this? (Virtue Ethics)
  For instance, a journalist deciding whether to publish sensitive information might balance public interest (beneficence) against privacy rights (autonomy).

5. Make a Decision and Act

After thorough analysis, choose the most ethically justifiable option and implement it. Ensure the decision aligns with core values like integrity and accountability. For example, a business discovering a product defect should recall it despite financial losses, prioritizing consumer safety over profits. Acting decisively demonstrates commitment to ethical principles.

6. Reflect on the Outcome

After implementation, evaluate the results. Did the decision achieve its ethical goals? Were there unintended consequences? Reflection helps improve future decision-making. For instance, a nonprofit reviewing a fundraising campaign’s transparency can adjust strategies to avoid donor mistrust. Continuous learning refines ethical judgment over time.

Principles of Ethical decisions Making:

• Respect for Autonomy

Autonomy emphasizes respecting individuals’ rights to make their own informed decisions. Ethical decision-making requires acknowledging people’s freedom to choose without coercion. In professional settings, this means obtaining informed consent, maintaining confidentiality, and allowing individuals to exercise their judgment. For example, in healthcare, doctors must respect patients’ choices regarding treatment options while providing necessary information for informed decisions.

• Beneficence (Doing Good)

Beneficence involves acting in ways that promote the well-being of others. Ethical decisions should aim to maximize positive outcomes while minimizing harm. This principle is crucial in fields like medicine, education, and business, where decisions directly affect people’s lives. For instance, a company may implement workplace safety measures to protect employees, demonstrating a commitment to their welfare beyond legal requirements.

• Non-Maleficence (Avoiding Harm)

Closely related to beneficence, non-maleficence requires avoiding actions that cause unnecessary harm. Ethical decisions must assess potential risks and prevent damage to individuals or society. In business, this could mean rejecting exploitative labor practices, while in technology, it involves ensuring data privacy to protect users from misuse. The principle underscores the ethical duty to prevent harm proactively.

• Justice and Fairness

Justice demands equitable treatment and fair distribution of benefits and burdens. Ethical decisions should avoid discrimination and ensure impartiality. In legal systems, justice requires unbiased rulings, while in organizations, it means fair hiring practices and equal opportunities. Social justice extends this principle to addressing systemic inequalities, ensuring marginalized groups receive fair consideration in policies and decisions.

• Transparency and Accountability

Transparency involves openness in decision-making processes, ensuring stakeholders understand how and why decisions are made. Accountability means taking responsibility for outcomes, whether positive or negative. In corporate governance, transparency builds trust with shareholders, while accountability ensures leaders answer for ethical lapses. Ethical cultures encourage whistleblowing mechanisms to uphold these principles.

• Integrity and Honesty

Integrity requires consistency between actions and ethical values, while honesty demands truthfulness in communication. Ethical decision-makers must avoid deceit, conflicts of interest, and corruption. For example, financial advisors must disclose potential investment risks honestly, and journalists should report facts without bias. Upholding integrity strengthens credibility and fosters long-term trust.

Marginal costing system is not a method of costing like job or batch costing or process costing or contract costing or operating costing which are used for the purpose of calculating the cost of products or services.

Marginal costing is very helpful in managerial decision making. Management’s production and cost and sales decisions may be easily affected from marginal costing. That is the reason, it is the part of cost control method of costing accounting. Before explaining the application of marginal costing in managerial decision making, we are providing little introduction to those who are new for understanding this important concept.

Marginal costing is used for managerial decision-making. It can be used in conjunction with any method of costing, such as job costing or process costing. It can also be used with other techniques of costing like standard costing and budgetary control. In this, only variable cost are considered.

Marginal cost is change in total cost due to increase or decrease one unit or output. It is technique to show the effect on net profit if we classified total cost in variable cost and fixed cost. The ascertainment of marginal costs and of the effect on profit of changes in volume or type of output by differentiating between fixed costs and variable costs. In marginal costing, marginal cost is always equal to variable cost or cost of goods sold. We must know following formulae

a) Contribution ( Per unit) = Sale per unit – Variable Cost per unit

b) Total profit or loss = Total Contribution – Total Fixed Costs

or  Contribution = Fixed Cost + Profit

or  Profit = Contribution – Fixed Cost

c) Profit Volume Ratio = Contribution/ Sale X 100 (It means if we sell Rs. 100 product, what will be our contribution margin, more contribution margin means more profit)

d) Break Even Point is a point where Total sale = Total Cost

e) Break Even Point (In unit) = Total Fixed expenses / Contribution

f) Break Even Point (In Sales Value) = Breakeven point (in units) X Selling price per unit

g) Break Even Point at earning of specific net profit margin = Total Contribution / Contribution per unit

or = fixed cost + profit / selling price – variable cost per unit

Profits Planning:

The process of profit planning involves the calculation of expected costs and revenues arising out of operations at different levels of plant capacity for the production of different types of goods during a given period of time. The cost and revenues at different level of operating are different and a concern has to choose one level at which its profits are maximum.

Pricing in Home and Foreign Markets:

Pricing of a product is governed primarily by its cost of production and the nature of competition being faced by the production unit. Once a price is fixed by market forces, it remains stable at least in the short period. During short period when selling period, marginal cost and fixed costs remain the same, an entrepreneur is in a position to establish relationship between them.

On the basis of such a relationship, it is very easy to fix the volume of sales and selling price during normal and abnormal times in the home market. How far the prices can be cut in case of foreign buyer to effect additional sales is a problem which is realistically answered by the marginal costing technique.

Pricing in Foreign Markets:

A foreign market can be kept separate from the domestic market due to many legal and other restrictions imposed on imports and exports and as such a different price can be charged from foreign buyers. Any company which enjoys surplus production capacity can increase its production to sell in the foreign market at lower price if its full fixed cost already stands recovered from the production from home market.

Price under Recession/Depression:

Recession is an economic condition under which demand is declining. During depression the demand is at its lowest ebb, and the firms are confronted with the problem of price reduction and closure of production. Under such conditions, the marginal costing technique suggests that prices can be reduced to a level of marginal cost. In that case, the firm will lose profits and also suffer loss to the extent of fixed costs. This loss will also be borne even if the production is suspended altogether. Selling below marginal cost is advisable only under very special circumstances.

Determining Profitability of Alternative Product-Mix:

Since the objective of an enterprise to maximise profits, the management would prefer that product-mix which is ideal one in the sense that it yields maximum profits. Products-mix means combination of products which is intended for production and sales. A firm producing more than one product has to ascertain the profitability of alternative combinations of units or values of products and select the one which maximises profits.

Production with Limiting Factor:

Sometimes, production has to be carried with certain limiting factor. A limiting factor is the factor the supply of which is not unlimited or freely available to the manufacturing enterprise. In case of labour shortages, the labour becomes limiting factor. Raw material or plant capacity may be a limiting factor during budget period.

The consideration of limiting factors is essential for the success of any production plan because the manufacturing firm cannot increase the production to the level it desire when a limiting factor is combined with other factors of production. The limiting factor is also called by the name of ‘scarce factor’ or ‘key factor,’ ‘principal budget factor’ or ‘governing factor.’

Make or Buy Decision (When Plant is not Fully Utilised):

If the similar product or component is available outside, then a manufacturing firm compares its unit cost of manufacture with the price at which it can be purchased from the market. The marginal cost analysis suggests that it is profitable to the total manufacturing cost. In other words the firm should prefer to buy if the marginal cost is more than the Bought-out price and Make when the marginal cost is lesser than the purchase price. However, the available plant capacity will exert its own influence in such a decision-making.

Equation:

Firm should buy when PP+FC is lesser than total cost of manufacture

Firm should manufacture when PP+FC is greater than total cost of manufacture

Expand or Buy Decision:

In case unused capacity is limited or does not exist, then an alternative to buying is to make by purchasing additional plant and other equipment. The firm should evaluate the capital expenditure proposal resulting out of expansion programme in terms of cash flows and cost of capital. If the installed capacity of the existing plant is partially being used, then it can be utilised by producing more internally. The additional production may necessitate purchase of some specialised equipment and thus involve interest and depreciation cost. It is advisable to expand and produce if the enterprise is able to save some costs by doing so.

Ascertaining Relative Profitability of Products:

A manufacturing concern engaged in the production of various products is interested in the study of the relative profitability of its products so that it may suitably change its production and sales policies in case of those products which it considers less profitable or unproductive. The concept of P/V Ratio provided by the marginal costing technique is much helpful in understanding the relative profit/ability of products. It is always profitable to encourage the production of that product which shows a higher P/V ratio.

Sometimes, the management is confronted with a problem of loss and it has to decide whether to continue or abandon the production of a particular product which has resulted in a net loss. Marginal costing technique properly guides the management in such a situation. If a product or department shows loss, the Absorption Costing method would hastily conclude that it is of no use of produce and run the department and it should be close down.

Sometimes this type of conclusion will mislead the management. The marginal costing technique would suggest that it would be profitable to continue the production of a product if it is able to recover the full marginal cost and a part of the fixed cost.