Principles and Practice of Management
National Printers LTD, is a nationwide company engaged in printing
Case Studies
Case (20Marks)
National Printers LTD, is a nationwide company engaged in printing and packaging industry with a market share of around 20 percent. Its corporate office at Mumbai, is a buzz with the appointment of director, personnel, Mr.Shashikant and today he’s to present his ideas in first meeting he has called. The meeting attended by three VicePresident, heads of finance, marketing and around 45 managers, started and he was called upon to present his views. Mr.Shashikant started, “my division is responsible for developing performance standards evaluation and personnel development of line managers. I want to specially focus on larger issue of developing their abilities the company has relied upon evaluation by superiors and personnel department. But may I suggest, that the performance of the manager should be evaluated by adding one more element, i.e., information obtained from their subordinates.” He added, “I propose a procedure for obtaining information on key parameters as viewed by the subordinates. The procedure is simple. Each manager and his subordinates will meet in presence of personnel trainer and discuss the concept. One trainer would then complete a question which would indicate his/her expertise, people skills, functional skills, etc. the subordinates will judge the manager on numerical scale and also provide base for such rating. The responses should be kept anonymous, if desired”. “Once all the information is received, trainers will meet managers, brief them and discuss. The purpose is to develop a plan where provisions of corrective actions, training programs and skill enhancement can be suggested”. Mr.Shashikant concluded by reaffirming that the
exercise will provide valuable information and feedback and also help managers to develop themselves. He said once the offer is accepted, standards for performance shall be developed by the top management and then further steps would be taken.
Answer the following question.
Q1. As a manager with this company. What’s your reaction to this offer?
Q2. Give reasons, if you agree for training on skill development based on the performance report
Case (20Marks)
Bill Corwin was employed by a large bank for several years. He started as a messenger, and then was assigned to a branch. He progressed in this branch from a bookkeeping clerk to a platform assistant. In this position he had a variety of duties largely
centering on administrative assistance to the officers of the branch. The bank’s many branches were divided regionally, each region having a group of officers responsible for the branches in that region. Bill was transferred from the branch in which he had worked for 12 years to a branch in another region. At the time of his transfer he was told that the branch was completely “run down” as to operational procedures and systems. The branch had a normal complement of 4 officers and 35 staff members. One month prior to Bill’s transfer, one of the four officers had retired, and two weeks after this retirement the branch manager was hospitalized with a serious illness. When Bill arrived at his new assignment, he found a rather demoralized situation. Complete lack of interest was shown by the two remaining officers and the rest of the staff was not properly trained or disciplined. The two officers did not know Bill, and they were informed by the regional office that he was being assigned to the branch as a platform replacement for only two weeks. During his first week at the branch Bill discovered that the senior clerks were not qualified to train other staff members, customer complaints were rampant, there was both a record of excessive absenteeism and excessive overtime, and the branch had received very poor audit reports by the bank’s internal auditors with the same major exceptions reported on the previous four audits.
Aeren Foundation
After two weeks Bill was called to the regional office and offered the job of operations officer. He was told that he would receive the official title in two months,. He was also told that the present operations officer, who had held the job at this branch for seven years, was to be relieved of all operational responsibilities and that he would be instructed to work with Bill until the branch was functioning effectively. Bill returned to the branch and started on his assignment. He found the former operations officer cooperative for about one week. Bill then decided to go ahead without the help of the former operations officer. Over the next three months he worked almost every night until 8:00 or 9:00 p.m. He tried to correct the problems that had developed over several years. The training of employees involved considerable time, and he found it necessary to release 12 clerks who were causing trouble in various ways. The remaining staff and replacements started to function smoothly. He received his title as promised. Then the branch manager returned to work after his prolonged illness. A week after his returned he called Bill to his office and questioned his efforts in the branch. He told Bill that the former operations officer had mentioned that he was an upsetting influence in the branch, had fired several good people, did not know his job, and that he left his job early several days a week.
Answer the following question.
Q1. If you were Bill, how would you answer the branch manager?
Q2. Did the regional office handle Bill’s transfer properly? Explain
Q3. What should be done by the regional office now?
Q4. Do you believe that Bill can function effectively as a manager in this branch? Justify.
Case (20Marks)
Ajay Sharma is manager SU4,i.e. Sub Unit 4 and is direct uncharged of around forty five workers and ten supervisory staff. The company is ISO9002 certificate holder and the policy clearly spells out objectives for all levels of employees. For the next two years.
Each unit has its own production target and any deviation from these targets is reflected in weekly reports prepared by head of units. Ajay however is worried about his unit. Since he joined this new position to weeks ago, he has observed the functioning of the
workers and made notes on how they work. Out of 10 supervisors, only 2 of them have been recruited directly. But all the workers show no difference of attitudes for direct supervisors. Ajay realized that his sub unit has defaulted on five occasions to meet the
target in the last 3 months. He emphasized the need to tackle this issue urgently. During his observations, Ajay noticed that a certain supervisor, Chander Pal is most vocal and is seen discussing all issues with everybody in free time and is doing his a work very
efficiently. Ajay in a formal discussion with all his 10 supervisors raised the issue of failing to meet the weekly targets. He proposed to form 3 work groups within the sub unit, who will be responsible for meeting weekly production targets and also for maintaining performance ratings for individual workers. He suggested that Chander Pal should be the leader of these groups. He also made it clear that there was no provision for performance related compensation or incentives. But based on the performance monitoring, we will select a ‘Performer of SU4’ on weekly basis. Ajay entrusted the following 3 major responsibilities to the groups. (a) Create awareness on production target and quality. (b) Check the production achieved as against the targets on daily basis. (c) Monitor individual performance.
Answer the following question.
Q1. Discuss Ajay’s approach to the situation
Q2. Why Ajay has chosen Chander Pal as leader of group? Discuss the role of a group leader.
Q3. Whether the groups formed will show immediate results or not. Explain.
Q4. Debate the likely differences in departmental promoted and directly recruited supervisors.
Case (20Marks)
Progressive Chemical Industries Ltd, is engaged in manufacturing and export of specialty chemicals, having turnover of Rs 300 crores. The Company is growing and having good export orders. The CEO is in mood to expand the business and aiming to reach turnover of Rs 1000 crores in next 5 years. The CEO is worried about the increase in input costs and workers’ demands. Union hast hreatened to go on strike indefinitely. Union has demanded 50% increase in salary and other benefits. But is not agreeing to link it to productivity. It has also raised issues like unsafe, hazardous working conditions, leakage of poisons gases affecting the health of workers. The consultant has advised the CEO to be strict and take strict action against the erring employees and be ready to declare lock out if situation warrants.
Answer the following question.
Q1. What are the various laws which could be applicable in the above problems?
Q2. Do you feel management policies/practices are right? As a CEO how will you convince the union and workers?
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