What are the moral arguments pros and cons for affirmative action program to reverse discrimination
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Principles and Practice of Management
Case Studies
Case (20 Marks)
In the past two years Horton
Manufacturing Company had expanded very rapidly. It was producing a unique
electronic device, and sales were excellent. Because of this expansion many
additional employees were added in most areas of the company’s operations. This
increased staff required more firstlevel supervisors, and these people were
largely promoted from the existing work force. In most instances the
supervisors were chosen because they were efficient and dependable workers who
knew their jobs well. The rapid growth of the company caused much overtime
work, and many employees became used to the extra income this provided. Horton was
a nonunion company and had a very good labour relations record. When employees
were promoted to supervisory positions, they were considered members of
management, and they became salaried employees. They usually entered the salary
range for the job just above the minimum, but were considered for increases in
sixmonth periods until they reached the midpoint of the range after which
annual consideration took place. Thus a newly appointed supervisor who
performed well could reasonably expect three or four increases in the first two
years on the supervisory job. Supervisors, however, did not receive overtime
pay which was restricted to the hourly paid factory staff and the nonexempt
office clerical employees. In the past six months ten people had been promoted
to firstlevel supervisory positions. Eight of these were in manufacturing and
two in the office administration area. All of these people along with eight
more supervisors are now confronting the company’s president with the fact that
they are now earning less money as a supervisors than they did as line
employees when the regular overtime they worked increased their pay. They were quite
adamant about their position, believing that they had more responsibility and
were working harder than ever. They firmly believed that they deserved overtime
pay or a higher salary.
Answer
the following question.
Q1.
What should the president do?
Q2.
Are the supervisors justified in their complaint? Explain.
Q3.
Should supervisors be paid overtime? Justify.
Q4.
Could the company have planned their growth and promotion process more
effectively? Explain.
Case (20 Marks)
On July 28, 2009, a man walked up to
the counter of a branch of KeyBank in Seattle, pushed a black bag across the
counter, and ordered the teller to hand over money. Jim Nicholson (Nicholson),
the 30yearold bank teller who had worked for the bank for more than two years, stood up to the man and
demanded to see the weapon. On July 30, 2009, an employee of KeyBank found
himself fired from his job two days after he had prevented an attempted robbery
at the bank by confronting the would be robber and
overpowering him.
Answer
the following question.
Q1.
Jim Nicholson was able to prevent the robbery and save the people in the bank
from potential harm. Do you think the end justified the means in this case did
Nicholson do the right thing in confronting the would be bank robber?
Q2.
Did KeyBank do the right thing in firing Jim Nicholson? Would a warning or
suspension have been better disciplinary action?
Case (20 Marks)
Infosys Ltd., (Infosys), the Indiabased
multinational Indian software company, was founded in 1981. One of the seven
founders, Narayana Murthy (Murthy), retired as Chairman in 2011. After his
retirement, Infosys experienced slower growth than its peers in the Indian
InfoTech industry The case is about Vishal Sikka, CEO of Indian software
company Infosys, his background, his beliefs, and the steps he took to revive
Infosys within a year of his joining the company. The case first discusses why
he was selected for the post of CEO during the leadership crisis at Infosys. It
then describes the views of different experts on Sikka’s leadership style and personality.
The case discusses the ways and means that Sikka adopted to communicate with
stakeholders along with the several initiatives he took to revive Infosys. In a
letter to all Infosys employees, Sikka praised their talent and said, “I’ve met
so many talented people amongst you. Your enthusiasm to learn and create new
ways of working is amazing.” At the same time, he also mentioned the need for
improvement and transition. He said, “The task before us now is to lay out the
way forward. We must continually get better at everything that we do today
without disrupting the foundation that has got us to where we are.” He also showcased
his commitment to improving the effectiveness of the workforce and working
closely with them. He said, “By laying greater emphasis on improving our
ability to learn and to identify opportunities of the future, we will build a
sustainable business.” In a facetoface with the media, Sikka said, “I am told
Info scions have lost the cando spirit. I will bring it back.”
Answer
the following question.
Q1.
Discuss Vishal Sikka’s leadership styles.
Q2.
Explain the various leadership styles.
Case (20 Marks)
Bob Ford was a management trainee in a
large casualty insurance company. He had been hired 18 months previously and
was only now in the latter stages of the program. His present assignment was in
one of the large branches the company had in an urban Centre. Most of his work
involved experience analysis of the many large policy holders serviced by this
branch. John Crane, the branch manager, had mentioned the possibility of a
permanent assignment to the branch when the training period was completed. Bob reacted
favorably, since he admired Crane and they got along well. During a recent
review Crane told him that he was the best trainee assigned to the branch since
Crane had been manager. Naturally Bob was pleased with his compliment and
looked forward to the promised permanent assignment. An opening developed at
the branch when one of the senior analysts was transferred to company
headquarters. Though Bob had not fully completed the training program, Crane
offered him the position, thinking him fully qualified for the opening. Bob
accepted and was told by his boss that the formal request was going in to the
headquarters personnel department that day and he should be ready to move into
the job in two weeks, when the incumbent’s transfer was to take place. Crane
went to the company’s headquarters the next day for a meeting with his
superior. In the course of the discussion Crane was told about the company’s
affirmative action plan, which they were required to file under fair employment
practice legislation. Crane’s boss went on to say that the company had to
promote more women to responsible positions, and since there was an opening in
Crane’s branch they were going to promote a young woman in the management
training program to fill the opening. This woman had only been with the company
11 months and still had a considerable learning period to face. Crane was
flabbergasted and told his
boss of the offer to Bob Ford and its
acceptance. The boss refused to listen and said that adherence to the
affirmative action plan was paramount, since the company’s record was less than
desirable in the area of equal employment opportunity. Crane asked what he was
going to tell young Ford, and the boss replied, “Tell him not to worry; he’ll
get the next opening”. “Why, all we are doing is practicing reverse
discrimination and not paying much attention to qualifications either”, said
Crane. “That’s about it”, the boss replied.
Answer
the following question.
Q1.
Should a company practice reverse discrimination to comply with civil rights
legislation? Explain.
Q2.
What can Mr. Crane tell Bob Ford?
Q3.
What should Ford do?
Q4.
What are the moral arguments pros and cons for affirmative action program to
reverse discrimination?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
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