Discuss Ajay’s approach to the situation
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Essential of Management
Case Studies
CASE STUDY (20 Marks)
Based on Hollywood blockbuster Troy,
this case study helps in studying various leadership styles. In the backdrop of
the Trojan War, the case study highlights the leadership styles of the
protagonists – Agamemnon, Achilles, Hector, Priam and Odysseus. While there were
several leaders in the Trojan War, each with a distinct leadership style, which
is the best leadership style, is debatable. For leaders in various
organizations; which is the best leadership style for them? Moreover, what
works best for an organization may not work for the other. Further, what
defines the enduring impact of a leader – style or substance? Instances of the
Trojan War captured in the case study give an introduction to the various
leadership styles, provide a clue about the appropriate leadership styles for organizations
and help ponder on Henry Fayol’s theory of ‘subordination of individual
interest to general interest’.
Answer
the following question.
Q1.
Explain different styles of leadership.
Q2.
Discuss and debate on ideal leadership styles for organizations.
CASE STUDY (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 proposedto 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 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
nilfeedback 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
amale 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 ?
CASE STUDY (20Marks)
Home Depot was the biggest retailer of
home improvement products in the US in the early 2000s. The company was also
well known for its entrepreneurial and laissez-faire culture, a culture
fostered by cofounders Bernie Marcus and Arthur Blank, who ledthe company from
1978 to 2000. In late 2000 however, the board appointed Robert Nardelli, a GE
veteran, as CEO. Nardelli was given the task of solving the problems that the
company ran into in the late 1990s. Many cultural changes took place at Home
Depot under the leadership of Nardelli. Nardelli. He was responsible for
changing Home Depot's culture from an entrepreneurial and informal one, to one
that focused on processes. He also introduced a fair amount of centralization
and managed to link the various departments and regions of the company
together.
Answer
the following question.
Q1.
Explain the evolution of a major retail organization from a startup like
culture to a mature industry leader
Q2. Analyze
the effects of change in leadership on culture, especially when a company moves
from the hands of its founders to those of an outsider
Q3.
Discuss the issues surrounding cultural transformation and the challenges faced
by company outsiders in adapting to culture and helping change it.
Q4.
Explain the importance of cultural evolution for organizations and to
understand that cultural evolution must occur simultaneously with growth
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
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