Explain how clubs, state level and domestic matches help grooming of cricketers for the national cricket team.
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Principles and Practice of Management
Case Studies
Case (20 Marks)
The case summarizes the career of
Indian Cricketer Mohammad Shami. Shami was born in a remote village called
Sahaspur, Uttar Pradesh. He developed a deep passion for fast blowing from his
teenage days and dreamt of playing for the national team. Shami struggled for a
year in clubs of Kolkata before getting selected in the Bengal Under22 team.
Sourav Ganguly, former captain of the Indian Cricket Team recognized his talent
during net practice sessions and recommended him for the Bengal Ranji team in
2010.
Shami was signed on by the Kolkata
Knight Riders for the 2011 session of the Indian Premier League. In 2005,
Tousif Ali (Ali) sent his 15yearoldson, Mohammad Shami (Shami), from Sahaspur,
a small town in Uttar Pradesh, North India, to Kolkata in the hope of securing
a better future for him in cricket. Ali, himself had been a fast bowler in his
younger days in a village team. He saw the deep passion Shami had for cricket
as a teenager. He had earlier taken him to Badruddin Siddique, a cricket coach
in Moradabad, 22 km from the village. Shami bowled exceptionally well in the
under19 trials but couldn’t make it to the team. With Uttar Pradesh nothaving
an organized club system for cricket, Shami had no choice but to leave his
hometown to Kolkata.
Answer
the following question.
Q1.
Discuss the importance of patience, perseverance and passion in success.
Q2.
Explain how clubs, state level and domestic matches help grooming of cricketers
for the national cricket team.
Case (20 Marks)
This case discusses the global
initiatives of Carrefour, the international retailing giant to improve its
internal processes through technological measures. It focuses on internal
measures taken by Carrefour in training its employees. Finally, it describes
the various
promotional measures and other services
undertaken by the retailer to provide good customer service. Carrefour (CF) was
established in 1959 and in 1961, it launched the first ever
"hypermarket" with a floor space of 2,500 sq. m in France. The
concept proved a success and CF launched self service "hypermarkets"
throughout France. America and by the 90s it had ventured into Central America,
South America, and Asia. By 2003, CF had become the second largest retailer in
the world with a chain of hypermarkets, supermarkets, discount stores and
convenience stores in 29 countries. In a bid to improve and manage customer service,
CF used technology to upgrade various business processes apart from motivating
employees and giving value added services to customers.
Answer
the following question.
Q1.
As a retail store, how has Carrefour gone about improving its customer service?
Discuss in the light of improvement in business processes and employee
attitude.
Q2.
Retaining the customers by implementing various loyalty programs is an ongoing
program in any service organization. What were the measures taken by Carrefour
to motivate customers to visit the store frequently?
Case (20 Marks)
Rahul worked at the head office of
Sharf Corporation, a medium sized company producing and distributing motorbikes.
His task included processing of warranty claims and advising service engineers
working in the field with distributors. One day, Rahul heard of an opening for
a field engineering the organization. As a first step, he approached his
immediate supervisor Mohan Tondon, andasked to be considered as a field
engineer in Milind’s department. Rahul also pleaded that he is adequately
qualified to be a field engineer. The idea was rejected by Mohan Tondon with
the comment, “let us talk about it later.” In the meantime, the supervisor (Mohan
Tondon) left for a business strip. During the absence of his boss, Rahul talked
to Milind, the service manager who was Mohan Tondan’s superior and also
responsible for the field engineers. Milind listened to Rahul carefully and recognized
that he was well qualified for the position of field engineer. He also favoured
promoting young talent from within the organization. A week later Mohan Tondon
returned from the business trip and joined the office. One day he called Rahul
into his office and opened the conversation as follows: “I understand you
talked to Mr Milind while I was out on business trip, about the position of
field engineer. I cannot let you take this position. We have switched to
computerized claim processing system and I need you because you have the broadest
experience of any of my ten subordinates.” Rahul was shocked. He was upset as
he was denied the promotion because he was the best person in the group of ten
subordinates. One week later, a field engineer was appointed from outside the
organization. Rahul was in a fix to decide about his next move.
Answer
the following question.
Q1.
What would you do if you were in the position of Rahul?
Q2.
Comment on the behavior of Mohan Tondon as a manager.
Case (20 Marks)
Cliff Morton, a recent college
graduate, was hired by the Capital Casualty Company as a trainee in the safety
engineering department. After completing a six month training program, his
function would be to conduct inspections of prospective policy holders’ places
of business to determine whether or not safety practices and equipment were in
use and to make appropriate recommendations to the Capital underwriters about
the extent of the risk involved. Morton progressed through the program effectively
and was now in the last stage. He was being introduced to the territory he
would take over by an experienced safety engineer who was being transferred to
a larger territory. Each engineer worked out of his home, appearing at the
office only on Mondays for a departmental discussion meeting. The requests for
inspections were mailed to the experienced engineer’s home, and rush
inspections were telephoned to him. Each engineer planned his own daily
itinerary of inspections, completing the reports at home and mailing them in to
the office each day. Cliff Morton found that by carefully planning his daily
route in the territory, he could easily make 16 to 18 inspections and complete
the reports in a normal work day. During his first week alone in the territory,
he averaged 16 inspections a days. The following Monday, at the departmental
discussion meeting the engineer who had introduced him to the territory called
him aside and admonished him for turning in so many inspections each. “You’ll
ruin it for us; we only turn in 8 or 10 each day. If you want to do 16 or 18 a
day, go ahead, but only turn in 8 and then take a day off. No one will know”.
Cliff didn’t know what to say or do. He was ambitious, but he also knew he had
to get along with his fellow employees.
Answer
the following question.
Q1.
How should Cliff Morton handle this situation?
Q2.
Is peer pressure to slow down something that management can control? Explain.
Q3.
How can such a situation arise?
Q4.
Can a new employee be effective if he resists group pressure? Justify your
answer.
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