Discuss the challenges before ArcelorMittal in setting up its multibillion
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Essential of Management
Case Studies
Case (20 Marks)
In a shipping department of a company,
there were two supervisory staff namely one foreman of stores and one Senior
Store Keeper. They were assisted by two Assistant store Keepers and 10 workers.
The shipping department was responsible for clearance of all the inward stores
against the various purchases made and dispatches of the stores to all the
demanding units without any delay. It was observed that there was no delay in
unloading the inward trucks bringing the stores but there was always a delay in
loading the trucks going outwards for delivery of stores. It was generally
delayed and loading was being completed during overtime only. This caused loss
to the company due to the payment of overtime allowances to the staff. It also
caused delay in compliance of demands.
Answer
the following question.
Q1.
Discuss the likely causes of the delay in loading the outbound trucks.
Q2.
What corrective steps you propose to be taken by the Foreman?
Q3.
If you were the in charge of shipping department how will you motivate the
industrial staff to minimize the overtime payment?
Q4.
Give an overview of the case.
CASE STUDY (20 Marks)
The world's largest steel maker
ArcelorMittal announced that it would spend a whopping US$500 million toward
corporate social responsibility (CSR) in the two Indian states where it was
setting up multibillion dollar projects. Analysts felt that the company's success
in India would hinge on whether it was able to match its CSR rhetoric with real
action considering that such multibillion dollar projects had faced resistance
in India from local farmers and communities who feared loss of their livelihood
following land acquisition by big companies. In April 2008, the world's largest
steel producer ArcelorMittal announced that it would spend a whopping US$500
million toward corporate social responsibility (CSR) in the two states in India
where it was setting up multibillion dollar projects. The two projects, which
marked the entry of ArcelorMittal in India, were expected to displace thousands
of families belonging to the small farmer and tribal communities from their
lands. The company contended that integrating plant management with CSR would
help it to earn the trust of the communities and also quell any potential
resistance against the project.
Answer
the following question.
Q1.
Discuss the challenges before ArcelorMittal in setting up its multibillion
dollar
projects in India.
Case (20 Marks)
Mr Venu Gopal was the section officer
in charge of a large administration section. There were 10 typists above 50
years of age and one zerox machine operator. Though the type writers had been
discarded and personal computers purchased, the typists were not in a
position to use computers and were
manually entering the incoming and outgoing letters in inwards and outwards
registers. The staff had become redundant. Though there was not much work load
of photocopying of letters, the photocopier machine remained out of order and
there was no work for operator. There was a rate contract for the repairs and
maintenance of photo copier machine but theme chanic was hardly visiting the
office for repair work. Mr. Gopal and his section were under fire because of
inefficiencies in maintaining the records and pending typing works. He was not
able to keep his staff engaged and all were indulged in other unproductive
activities. Because of ban in recruitment, other operational sections were
starving for additional staff.
Answer
the following question.
Q1.
As a boss of Mr Venu Gopal, what steps should have been taken by you to
streamline the activities?
Q2.
Discuss how and where the administration has failed to keep the staff engaged?
CASE STUDY (20 Marks)
Mr Sudhanshu, Sales Head of Max Corp
has inducted young sales men with MBAs, It has paid off well as sales of all
regions are steadily increasing. The new Sales guys are happy as they are
getting good commission. However a few old sales staff who have been working
with the Company for 25 years are not keeping pace and lagging behind. Their
age is around 55 years. They have been loyal with company. It is creating a
rift amongst the sales team as new vs old. Mr Sudhanshu is in a dilemma how to
resolve this. He is well aware of the contributions done by his old loyal sales
men. He would like to motivate them but don’t know how these people on the
verge of retirement will respond.
Answer
the following question.
Q1.
As an expert manager, design a motivation plan for sales staff.
Q2.
Should Mr Sudhanshu offer a VRS to the old salesmen ? What retirement benefits
you will suggest?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
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ARAVIND – 09901366442 – 09902787224
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