List the various reasons in Organization xyz , which lead to its development

Organizational Behaviour

 

List the various reasons in Organization xyz , which lead to its development

 

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 employeestrained 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 avoidable 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)

Mrs Jessy was recently promoted to head the accounting department in Souza manufacturing Company. She had worked in the same department for 12 years and when Mr, Sewbert the previous manager retired, she was asked to all the position. It has now been about 3 months since Mrs. Jessy has been promoted, and there has been several misunderstandings between her and the Vice President, Accounting and FinanceMr. Arun.The misunderstanding pertained to the way Mrs. Jessy “ran” the accounting department. The VicePresident wanted Mrs. Jessy to handle all the day to day issues and felt that she was not assertive enough in assuming her new responsibilities. There were instances where Mrs. Jessy failed to get things done on time: was not following up on other people’sduties; and always waiting to be told what to do instead of initiating action. You have been invited as a consultant and asked to look into the problem and give your suggestions. Being an expert in the field of OB, you met Mrs. Jessy to and out what she feels about Mr. Arun, the VicePresident and her new position as Manager Accounts. She says that the vicepresident does not appreciate her

abilities and that what is lacking in her present job is the direction of her superior, Mr. Arun. She on her part is willing to do whatever needs to be done. Mrs Jessy wants to do a good job but not becoming an autocrat that Mr. Arun wants her to be. Mrs. Jessy says she likes her new job but does not know if her career is moving in the right direction. This comes from a person who has been promoted just 3 months back. As an OB consultant, you have decided that it would be helpful to assess Mrs. Jessy’s and Mr. Arum’s personality type by administering the MyersBriggs Type Indicator. Mrs. Jessy’s score indicate that she is more Sensing/Thinking type and Mr. Arun is an intuiting/Thinking type.

Answer the following question.

 

Q1. What are the problems witnessed in the above case.

 

Q2. What is Myers Briggs Type indicator?

CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050joint 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. Thevision 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: ? Care for customers ? Obsession for quality ? Care deeply about people ? Do what’s right and not what’s convenient ? Guarantee product leadership ? Responsible citizenship ? Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, 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 airconditioned 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: ? Grow Sales to 853 crores ? Improve PBIT by 10% over last year and achieve 25% ROANA ? 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?

 

List the various reasons in Organization xyz , which lead to its development

 

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