Sunder singh had studied only up to high school
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Organizational Behaviour
Case Studies
Introduction: XYZ An Organizational
Perspective (20 Marks)
The PreOD Scenario: Our Strengths and
Areas of Concern In the years 199091 XYZ had grown into the largest Indian HARDWARE
company with revenues of over Rs. 1100 crores and racing towards achieving its
vision of being global top ten. As pioneers in the industry, XYZ’s strengths
included on time delivery, premier position in the industry in terms of
revenues, focus on training programs, quality initiatives, use of good
technical tools and procedures and encouragement of individual excellence in performance.
However, XYZ’s was also, at that point in time, grappling with a few areas of
concern with regard to its operational paradigm. Mounting revenue pressures:
The pressure to retain its strong premier position led the organization to tend
towards short term revenues, and relatively lesser efforts were being put into
medium and long term markets and activities (such as products and building up
knowledge). Though XYZ’s built relationships with individual customers,
Relationship Managers largely tended to focus on obtaining short term projects
– there was lesser investment on aligning to long term objectives of customers.
The approach, by and large, was of reactive project management and we were yet to
espouse the approach of architecting proactive solutions for the customer.
Selectivity in projects: There was a tangible tension at, XYZ’s between
generating revenues and organizing strategically, on basis of technology and
business areas, impacting selectivity in projects accepted. Pressures from
customers on schedules was resulting in faster delivery and hence, snowballing
into further pressure on future schedules. Focus on specialization: There was diffusion
of expertise and we were yet to focus on building strategic expertise in
individual centers. Employees were rotated across domains and skills in the
interest of learn ability as well as for meeting requirements. In a sense,
there was heightened focus on Voice of the Customer, in comparison to the Voice
of Employee. Efforts on Experimentation & Innovation: The management at
XYZ’s felt that by and large, employees tended to go straight by the book.
Though Dr. De Bono’s techniques were introduced and employees trained on these
techniques to encourage innovation, there was a need to scale up on perceived
rewards for experimentation. Rewards and Recognitions: The reward structure at
XYZ’s was, at this point in time, primarily focused on individual performance and
we were yet to explore the institutionalization of team based rewards at the
organizational level. Inter group coordination & knowledge sharing: Sharing
of knowledge was very centre oriented, and although, informally, best practices
spread by interaction and word of mouth, we were yet to evolve a formal system
which would capture these for ease of replication across projects. Multiple
centers and multiple projects within the same centre ended up resolving the
same sort of issues, resulting in avoid able rework. Branding and PR: Image
building endeavors were not yet an area of focus and, in a subtle way, this
affected the sense of pride of employees. Among educational institutions, this
meant greater difficulty in terms of attracting quality talent, which further aggravated
stress among the few key performers in the organization. By the year 2002,
management felt the conscious need to bring in changes in our 3 | P a g e
approach to the aforementioned areas, in order to align more closely with the
customer, business and market requirements at an organizational level.
Answer
the following question.
Q1.
List the various reasons in Organization xyz , which lead to its development?
Q2.
If the organization had not invested in its employee, would they have
developed?
Q3.
Site few examples of Indian companies, similar to XYZ mentioned above?
Q4.
What would have been the drawback of the XYZ Company prior to 1991?
Case (20 Marks)
Dolly Daleja continued to drum her
fingers on her desk. She had a real problem and wasn’t sure what to do next.
She had a lot of confidence in Sunny Master, but she suspected she was about
the last person in the office who did. Perhaps if she ran through the entire
story again in her mind she would see the solution. Dolly Raheja had been
distribution manager for Raheja Industries for almost twenty years. An early
brush with the law and a short stay in prison had made her realize the
importance of honesty and hard work. Raheja had given her a chance despite her
record, and Dolly Raheja had made the most of it. She now was one of the most respected
managers in the company. Few people knew her background. Dolly Raheja had hired
Sunny Master fresh out of prison six months ago. Dolly Raheja understood how
Sunny Master felt when Sunny Master tried to explain his past and asked for
another chance. Dolly Raheja decided to give him that chance just as Henry
Raheja had given her one. Sunny Master eagerly accepted a job on the loading
docks and could soon load a truck as fast as anyone in the crew. Things had
gone well at first. Everyone seemed to like Jack, and he made several new
friends. Dolly Raheja had been vaguely disturbed about two months ago, however,
when another dock worker reported his wallet missing. She confronted Sunny
Master about this and was reassured when Sunny Master understood her concern
and earnestly but calmly asserted his innocence. Dolly Raheja was especially
relieved when the wallet was found a few days later. The events of last week,
however, had caused serious trouble. First, a new personnel clerk had come
across records about Jack’s past while updating employee files. Assuming that
the information was common knowledge, the clerk had mentioned to several
employees what a good thing it was to give ex convicts like Sunny Master a
chance. The next day, someone in book keeping discovered some money missing
from petty cash. Another worker claimed to have seen Sunny Master in the area
around the office strongbox, which was open during working hours, earlier that
same day. Most people assumed Sunny Master was the thief. Even the worker whose
wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen
it but had returned it when questioned. Several employees had approached Dolly
Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found
that rethinking the story did little to solve his problem. Should she fire
Sunny Master? The evidence, of course, was purely circumstantial, yet everybody
else seemed to see things quite clearly. Dolly Raheja feared that if she did
not fire him, she would lose everyone’s trust and that some people might even
begin to question her own motives.
Answer
the following question.
Q1.
Explain the events in this case in terms of perception and attitudes. Does
personality play a role?
Q2.
What should Dolly Raheja do?
Q3.
Should she fire Sunny Master or give him another chance? Explain your answer
with reasons.
Q4.
Explain the differing perceptions at Raheja Industries?
CASE (20 Marks)
Tata Cummins Limited (TCL) is a 5050 joint
venture between Tata Motors and Cummins Engine Co., Inc., USA. Tata Motors is
the largest manufacturer of commercial vehicles in India, and Cummins Engine
Co. is the largest 200+ HP diesel engine manufacturer in the world. The Joint
Venture was incorporated in October 1993 and commercial production commenced on
January 1, 1996. The vision of TCL is to be widely acknowledged and benchmarked
as one of the best companies in the world. The company, thus, abides by the
following core values: ô€€€ Care for customers ô€€€ Obsession
for quality ô€€€ Care deeply about people ô€€€ Do
what's right and not what's convenient ô€€€ Guarantee
product leadership ô€€€ Responsible citizenship ô€€€ Relentless
improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of state of theart,
fully air conditioned diesel engine plant, with a computerized Building Management
System for safety and energy conservation. The plant has five major components
manufacturing lines for Cylinder Block, Cylinder Head, Connecting Rod,
Crankshaft & Camshaft, with the best measuring and gauging instruments to
assure Consistent Quality. TCL has very strong systems and IT infrastructure
for controlling and facilitating its operations. To further increase overall
efficiency and visibility of information, Oracle Applications and a web based Supply
Chain Management System have been implemented in June 2000. Products The low
emission Diesel Engines manufactured by Tata Cummins are for use in a new
generation of Tata Motors Ltd's Medium and Heavy Commercial Vehicles. The
engines conform to EUROI, EUROII & EUROIII standards for emissions. The 78
to 235 Horsepower engines have a high power to weight ratio and will enable
Tata Motors Ltd. access new markets worldwide with its advantage of emissions,
power, oil consumption and durability. Plant Tata Cummins has a modern
manufacturing facility located adjacent to Tata Motors Ltd., designed by Kevin
Roche, John Dinkeloo Associates of USA and C. P. Kukreja Associates of Delhi.
The unique plant comprises a fully air conditioned 182 x 186 m building with
precast concrete coffer roofing and 15 x 15 m bays. The North and South walls
are of glazed curtain glass. Features such as a PLC controlled Fire Detection /
Suppression System, Skylights and Building Management System ensures high
levels of Safety and Energy efficiency. 5 | P a g e Organizational Strategy At
Tata Cummins, the organizational strategy is designed by the leadership team
which includes the top management and the department heads. The department
goals are then formulated in accordance with the organizational goals. These
goals are reflected in a document called 'GoalTree'.The tree also contains the
action plan, the schedule for achieving the goals, and the persons responsible
for achieving them. As per the GoalTree, the three organizational goals for
2005 are: ô€€€Grow
Sales to 853 crores ô€€€ Improve PBIT by 10% over last year and
achieve 25% ROANA ô€€€ Achieve and Sustain the respect of all
Stake Holders The organizational goals are broken down to the strategies. The
initiatives for implementing the strategies are then identified. The
responsibility for implementing these initiatives is then assigned to
respective departments. Further, the tentative deadlines are also reflected.
The targets are reviewed quarterly.
Answer
the following question.
Q1.
Do the core values, really influence and have a impact on organizational
development ?Explain.
Q2.
Is organizational development depended internally on employees and externally
influenced by customers? Discuss
Case (20 Marks)
Sunder singh had studied only up to
high school. He was now 32 years of age, lived alone in a rented room, and
worked together eight hour shift at on e petrol pump, then went to the other
one for another eight hour shift. He had a girlfriend and was planning to marry.
One day when he returned to work, he got a note from his girlfriend that she
was getting married to someone else and he need not bother her. This was a
terrible shock to sunder singh and he fell apart. He stopped going to work,
spent sleepless nights, and was very depressed. After a month, he was running
low on his savings and approached his earlier employers to get back his job,
but they would not give him a second chance. He had to quit his rented room,
and sold the few things that he had. He would do some odd jobs at the railway
station or the bus terminus. One day, nearly two years ago, he was very hungry
and did not have any money and saw a young man selling newspapers. He asked him
what he was selling and he told him about Guzara(an independent, non profit, independent
newspaper sold by the homeless and economically disadvantaged men and women of
this metro city). Sunder singh approached the office and started selling the
newspaper. He did not make lot of money, but was good at saving it. He started
saving money for a warm jacket for next winter. He was reasonably happy; he had
money to buy food, and no longer homeless and shared a room with two others.
One day, with his savings he bought a pair of second hand Nike shoes from the
flea market. Sunder singh is not unique among low income consumers, especially
in large cities, in wanting and buying Nike shoes. Some experts believe that low
income consumers too want the same products and service that other consumer
wants. The working poor are forced to spend a disproportionate percent of their
income on food, housing, utilities and health care. They solely rely on public
transportation, spend very little on entertainment of any kind, and have no
security of any kind. Their fight is mainly for day to day survival.
Answer
the following question.
Q1.
What are the features of low income consumers?
Q2.
How would you differentiate a low income consumers and high income consumers?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
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