Abilities and not gender make a boss good or bad. Discuss
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Principles and Practice of Management
Case Studies
CASE STUDY (20 Marks)
Mr Saddhana, the president of
International Machine Company, leaned back in his chair and reflected on the
success of his firm, which produces and distributes a line of farm machines.
That afternoon after the meeting with distributors from different territories,
Mr Saddhana was urged to introduce new
models to satisfy the changing demands of the customers. The president, who had
an engineering background, recognized the implications of the suggestions that
came from distributors. Their implementation would require greater investments
in research and development. Furthermore, the changes in the highly automated
production line would be very costly indeed. Also, having a wider variety of
models would require stocking many more spare parts. Depending on the kinds of changes,
workers might need to be retrained. Reflecting on previous staff meetings, the
president realized that sales and marketing people always wanted a greater
variety of models but never acknowledged the costs involved in changing models.
Consequently, the president decided against the introduction of new models.
Instead, he considered improving the current models and reducing the cost and
price. He felt that what the customer really wanted was value. Nevertheless, to
test his judgement, the president asked a consultant for an opinion.
Answer
the following question.
Q1.
How would you state the mission of the enterprise?
Q2.
What do you think are the opportunities and threats in the external environment?
Q3.
How would you go about evaluating the strengths and weaknesses of the firm?
What factors are critical to success or failure?
Q4.
It is often said that to be successful, an organization must be an open system.
What does that mean and how does it apply to this case?
CASE STUDY (20 Marks)
Mr.Kapi lMalhotra, a brand Manager with
a leading textile company in Calcutta, came to Mumbai to attend a seminar.
Among other participants he met his old friend Anil Madan, currently with a
pharmacy company in Bangalore and decided to spend a day with him. As they
discussed their office and work. Kapil suddenly said “ Actually our biggest
regret is that my sincere work and efforts are never appreciated nor my
superior performance is given due credit. In our organization, only the right
connection can give
rewards” Anil replied , “ That happens
in every organization, though I am fortunate to have a boss, for whom the work
and efforts are more important than our mere submission to her views. Our Boss,
Mrs.ReenaJian is one of the most capable person in the pharma industry today.
Kapil was however not impressed. He said “ I for one, am sure that women at top
positions are very demanding and complex. It’s quite strange that men in your
organization are comfortable with her. As men find it very humiliating
and a blow to their ego to take orders
from women bosses. Further he added, “Not only men, every women prefer male
bosses and find women bosses a pain in the neck”. His opinion is neither unique
nor isolated but typical mind set of majority of professionals, who view women
bosses as a direct threat and incompetent, its so common a perception that
often a woman has to prove at every step that she is capable and as competent
as any man in her position. Anil then shared his own experience of having a
female boss. “I feel she is as competent and capable as anybody else. She is
highly qualified and mature with no overzealous need to prove herself or
outperform other men to prove a point. She is perhaps the best negotiator and
has an amazing ability to see things from our perspective. She has promoted
team participation and involvement at all levels of the organization. Kapil
reminded an article on participative management that says that autocratic
managerial style is giving way to people oriented style; the article also said
that women are more likely to succeed in the role of such leader.
Answer
the following question.
Q1.
What difference does it make if you work under a female superior?
Q2.
Abilities and not gender make a boss good or bad. Discuss.
CASE STUDY (20 Marks)
Two of the leading manufacturers of
high end mobile phones, Motorola, Inc. (Motorola) and Research in Motion Ltd.
(RIM), had entered into an agreement in February 2008, whereby the two
companies had agreed not to poach each other's employees. In September 2008,
Motorola sued RIM and claimed for damages accusing the latter of poaching 40 of
its employees in Florida. In December, RIM countersued Motorola accusing the
company of illegally preventing it from hiring employees who had been fired from
Motorola though the original agreement between the two companies had expired in
August 2008. While experts are still divided on whether talent poaching is
ethical, there has been a steep increase in employee poaching lawsuits across
all sectors as employers are concerned with protecting their trade secrets . In
December 2008, Research in Motion Ltd. (RIM) sued Motorola Inc.(Motorola) for,
what it called, illegally preventing it from hiring employees that Motorola had
laid off. According to RIM, the two companies had entered into an agreement in
February 2008 on not hiring each other's employees or the newly separated ex employees.
When Motorola announced layoffs in large numbers, RIM, attempted to hire and
gain some engineers at a lower cost. RIM considered that the agreement had
expired in August 2008 and prayed to the Chicago court for damages. RIM
contended that despite the agreement having expired, Motorola had unlawfully
extended the contract and prevented RIM from offering jobs to the fired
Motorola employees.
Answer
the following question.
Q1.
Give an overview of the case.
Q2.
Discuss talent poaching and give reasons why talent poaching is illegal
CASE STUDY (20 Marks)
The Regional Administrative office of a
company was hastily set up. Victor a young executive was directly recruited to
take charge of Data Processing Cell of this office. The data processing was to
help the administrative office in planning and monitoring. The officer cadres
of the administrative office were a mix of directly recruited officers and
promote officers. Females dominated the junior clerical cadre. This cadre was
not formally trained. The administrative office had decided to give these fresh
recruits on the job training because when results were not up to the
expectations blame was brought on the Data Processing Cell. Victor realized that
the administrative office was heading for trouble. He knew that his task would
not be easy and that he had been selected because of his experience, background
and abilities. He also realized that certain functional aspects of the
administrative office were not clearly understood by various functionaries, and
a system and procedures were blindly and randomly. Following First seminar Dcuhna
conducted a one week training course for the clerical cadre, especially for
juniors, freshly recruited clerks. The grand finale followed swiftly Dcuhna
happened to ge annoyed with a female clerk. During the absence of her officer,
who was on sick leave and ahd not been substituted by another officer, she bean
submitting nil returns. Dcuhna took pains to explain her that certain topics a
nil feedback was not tenable. The lady reported that it was none of his
business to tell her this. He should talk to her officer when the officer
reports back from leave. Dcuhna fired her and reported the situation to CRM.
The other ladies were up in the arms against Dcuhna. The lady also complained
to higher management that Dcuhna had no business to scold her, He countered
that has been a male clerk in her place he would have scolded him too, when
females enjoyed equal rights with males he was not impartial. Dcuhna
was transferred to another place rather
than another department which was humiliating to him. A shocked and
disillusioned Dcuhna quit the enterprise.
Answer
the following question.
Q1.
Diagnose the problem and enumerate the reasons for the failure of Dcuhna ?
Q2.
What could Dcuhna have done to avoid the situation in which he found himself ?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
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