List the various reasons in Organization xyz , which lead to its development
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
Organizational Behaviour
Case Studies
Introduction: XYZ An Organizational
Perspective (20 Marks)
The PreOD Scenario: Our Strengths and
Areas of Concern In the years 199091 XYZ had grown into the largest Indian HARDWARE
company with revenues of over Rs. 1100 crores and racing towards achieving its
vision of being global top ten. As pioneers in the industry, XYZ’s strengths
included on time delivery, premier position in the industry in terms of
revenues, focus on training programs, quality initiatives, use of good
technical tools and procedures and encouragement of individual excellence in performance.
However, XYZ’s was also, at that point in time, grappling with a few areas of
concern with regard to its operational paradigm. Mounting revenue pressures:
The pressure to retain its strong premier position led the organization to tend
towards short term revenues, and relatively lesser efforts were being put into
medium and long term markets and activities (such as products and building up
knowledge). Though XYZ’s built relationships with individual customers,
Relationship Managers largely tended to focus on obtaining short term projects
– there was lesser investment on aligning to long term objectives of customers.
The approach, by and large, was of reactive project management and we were yet to
espouse the approach of architecting proactive solutions for the customer.
Selectivity in projects: There was a tangible tension at, XYZ’s between
generating revenues and organizing strategically, on basis of technology and
business areas, impacting selectivity in projects accepted. Pressures from
customers on schedules was resulting in faster delivery and hence, snowballing
into further pressure on future schedules. Focus on specialization: There was diffusion
of expertise and we were yet to focus on building strategic expertise in
individual centers. Employees were rotated across domains and skills in the
interest of learn ability as well as for meeting requirements. In a sense,
there was heightened focus on Voice of the Customer, in comparison to the Voice
of Employee. Efforts on Experimentation & Innovation: The management at
XYZ’s felt that by and large, employees tended to go straight by the book.
Though Dr. De Bono’s techniques were introduced and employeestrained on these
techniques to encourage innovation, there was a need to scale up on perceived
rewards for experimentation. Rewards and Recognitions: The reward structure at
XYZ’s was, at this point in time, primarily focused on individual performance and
we were yet to explore the institutionalization of team based rewards at the
organizational level. Inter group coordination & knowledge sharing: Sharing
of knowledge was very centre oriented, and although, informally, best practices
spread by interaction and word of mouth, we were yet to evolve a formal system
which would capture these for ease of replication across projects. Multiple
centers and multiple projects within the same centre ended up resolving the
same sort of issues, resulting in avoidable rework. Branding and PR: Image building
endeavors were not yet an area of focus and, in a subtle way, this affected the
sense of pride of employees. Among educational institutions, this meant greater
difficulty in terms of attracting quality talent, which further aggravated
stress among the few key performers in the organization. By the year 2002,
management felt the conscious need to bring in changes in our 3 | P a g e
approach to the aforementioned areas, in order to align more closely with the
customer, business and market requirements at an organizational level.
Answer
the following question.
Q1.
List the various reasons in Organization xyz , which lead to its development?
Q2.
If the organization had not invested in its employee, would they have
developed?
Q3.
Site few examples of Indian companies, similar to XYZ mentioned above?
Q4.
What would have been the drawback of the XYZ Company prior to 1991?
Case (20 Marks)
Mrs Jessy was recently promoted to head
the accounting department in Souza manufacturing Company. She had worked in the
same department for 12 years and when Mr, Sewbert the previous manager retired,
she was asked to all the position. It has now been about 3 months since Mrs.
Jessy has been promoted, and there has been several misunderstandings between
her and the Vice President, Accounting and FinanceMr. Arun.The misunderstanding
pertained to the way Mrs. Jessy “ran" the accounting department. The VicePresident
wanted Mrs. Jessy to handle all the day to day issues and felt that she was not
assertive enough in assuming her new responsibilities. There were instances
where Mrs. Jessy failed to get things done on time: was not following up on
other people'sduties; and always waiting to be told what to do instead of
initiating action. You have been invited as a consultant and asked to look into
the problem and give your suggestions. Being an expert in the field of OB, you
met Mrs. Jessy to and out what she feels about Mr. Arun, the VicePresident and
her new position as Manager Accounts. She says that the vicepresident does not
appreciate her
abilities and that what is lacking in
her present job is the direction of her superior, Mr. Arun. She on her part is
willing to do whatever needs to be done. Mrs Jessy wants to do a good job but
not becoming an autocrat that Mr. Arun wants her to be. Mrs. Jessy says she
likes her new job but does not know if her career is moving in the right
direction. This comes from a person who has been promoted just 3 months back.
As an OB consultant, you have decided that it would be helpful to assess Mrs.
Jessy's and Mr. Arum’s personality type by administering the MyersBriggs Type
Indicator. Mrs. Jessy’s score indicate that she is more Sensing/Thinking type
and Mr. Arun is an intuiting/Thinking type.
Answer
the following question.
Q1.
What are the problems witnessed in the above case.
Q2.
What is Myers Briggs Type indicator?
CASE (20Marks)
Tata Cummins Limited (TCL) is a
5050joint venture between Tata Motors and Cummins Engine Co., Inc., USA. Tata
Motors is the largest manufacturer of commercial vehicles in India, and Cummins
Engine Co. is the largest 200+ HP diesel engine manufacturer in the world. The
Joint Venture was incorporated in October 1993 and commercial production
commenced on January 1, 1996. Thevision of TCL is to be widely acknowledged and
benchmarked as one of the best companies in the world. The company, thus, abides
by the following core values: ô€€€ Care for customers ô€€€ Obsession
for quality ô€€€ Care deeply about people ô€€€ Do
what's right and not what's convenient ô€€€ Guarantee
product leadership ô€€€ Responsible citizenship ô€€€ Relentless
improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully
air conditioned diesel engine plant, with a computerized Building Management
System for safety and energy conservation. The plant has five major components
manufacturing lines for Cylinder Block, Cylinder Head, Connecting Rod,
Crankshaft & Camshaft, with the best measuring and gauging instruments to
assure Consistent Quality. TCL has very strong systems and IT infrastructure
for controlling and facilitating its operations. To further
increase overall efficiency and
visibility of information, Oracle Applications and a web based Supply Chain
Management System have been implemented in June 2000. Products The low emission
Diesel Engines manufactured by Tata Cummins are for use in a new generation of
Tata Motors Ltd's Medium and Heavy Commercial Vehicles. The engines conform to
EUROI, EUROII &EUROIII standards for emissions. The 78 to 235 Horsepower
engines have a high power to weight ratio and will enable Tata Motors Ltd.
access new markets worldwide with its advantage of emissions, power, oil
consumption and durability. Plant Tata Cummins has a modern manufacturing
facility located adjacent to Tata Motors Ltd., designed by Kevin Roche, John
Dinkeloo Associates of USA and C. P. Kukreja Associates of Delhi. The unique
plant comprises a fully airconditioned 182 x 186 m building with precast concrete
coffer roofing and 15 x 15 m bays. The North and South walls are of glazed
curtain glass. Features such as a PLC controlled Fire Detection / Suppression
System, Skylights and Building Management System ensures high levels of Safety
and Energy efficiency. 5 | P a g e Organizational Strategy At Tata Cummins, the
organizational strategy is designed by the leadership team which includes the
top management and the department heads. The department goals are then
formulated in accordance with the organizational goals. These goals are
reflected in a document called 'GoalTree'. The tree also contains the action
plan, the schedule for achieving the goals, and the persons responsible for
achieving them. As per the GoalTree, the three organizational goals for 2005
are: ô€€€
Grow Sales to 853 crores ô€€€ Improve
PBIT by 10% over last year and achieve 25% ROANA ô€€€ Achieve
and Sustain the respect of all Stake Holders The organizational goals are
broken down to the strategies. The initiatives for implementing the strategies
are then identified. The responsibility for implementing these initiatives is
then assigned to respective departments. Further, the tentative deadlines are
also reflected. The targets are reviewed quarterly.
Answer
the following question.
Q1.
Do the core values, really influence and have a impact on organizational
development ?Explain.
Q2.
Is organizational development depended internally on employees and externally
influenced by customers? Discuss
Case (20 Marks)
Sunder singh had studied only up to
high school. He was now 32 years of age, lived alone in a rented room, and
worked together eight hour shift at on e petrol pump, then went to the other
one for another eight hour shift. He had a girlfriend and was planning to marry.
One day when he returned to work, he got a note from his girlfriend that she
was getting married to someone else and he need not bother her. This was a
terrible shock to sunder singh and he fell apart. He stopped going to work,
spent sleepless nights, and was very
depressed. After a month, he was running low on his savings and approached his
earlier employers to get back his job, but they would not give him a second
chance. He had to quit his rented room, and sold the few things that he had. He
would do some odd jobs at the railway station or the bus terminus. One day,
nearly two years ago, he was very hungry and did not have any money and saw a
young man selling newspapers. He asked him what he was selling and he told him
about Guzara(an independent, non profit, independent newspaper sold by the
homeless and economically disadvantaged men and women of this metro city).
Sunder singh approached the office and started selling the newspaper. He did
not make lot of money, but was good at saving it. He started saving money for a
warm jacket for next winter. He was reasonably happy; he had money to buy food,
and no longer homeless and shared a room with two others. One day, with his
savings he bought a pair of second hand Nike shoes from the flea market. Sunder
singh is not unique among low income consumers, especially in large cities, in
wanting and buying Nike shoes. Some experts believe that low income consumers
too want the same products and service that other consumer wants. The working
poor are forced to spend a disproportionate percent of their income on food,
housing, utilities and health care. They solely rely on public transportation,
spend very little on entertainment of any kind, and have no security of any
kind. Their fight is mainly for day to day survival.
Answer
the following question.
Q1.
What are the features of low income consumers?
Q2.
How would you differentiate a low income consumers and high income consumers?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
Comments
Post a Comment