1.

Read the following case study and write the answers

Ram Bansal was Administrator of Kolar Community Hospital. The Finance Controller, Ramesh Ahuja, reported to him and directed the financial affairs of the hospital. Ahujas general attitude was to be a tight-fisted guardian of finance. He was rigid in his attitude, not wanting to approve any action that was a departure from routine or a variance from policy. Bansal was the type who desired to take action, regardless of the restrictions of past practice or policy. The differing attitudes of the two men had led to conflicts in the past, and on two occasions Bansal had warned, If you cant follow my orders, Ramesh, I am going to fire you. Ahuja held his ground and usually won his arguments, contending that his approach was proper accounting practice and, therefore, not subject to challenge by Bansal. One afternoon Bansal approached Ahuja and commented, Ramesh heres merit wage increase that I just put through for Rita Agarwal. She is the best floor supervisor we have, and she deserves an increment. She threatened to leave unless we gave her a raise. I promised this on her next pay cheque, so be sure to put it through at once. Ahuja looked at the merit increase form and commented, Mr. Bansal you know I cant put this through. It is contrary to our policy. She is already making the top rate allowed for her classification. Bansal: That does not make any difference. Put it through. I am the administrator of this hospital, and when I say do it, then put it through. Ahuja: I cannot do it. It is against our policy. Bansal: I am the boss here, and I say do it. Ahuja: I am not going to violate the policy. Bansal pointed his finger at Ahuja and talked so loudly that it attracted attention of others in the office: Who is the boss here, Mr. Ahuja? Ahuja: You are. Bansal: Then put through this raise. Ahuja: No A shouting match developed that diverted the attention of the whole office. Finally Bansal said, Ramesh, I have had enough. You are fired. Ahuja: You cant fire me for that. Bansal: I just did it. You are through.

Bansal did not retract his action. Ahuja was removed from the pay roll and left the hospital that afternoon.

Questions: a. b. c. d. Explain the case in brief. Discuss the leadership style used by Ram Bansal. How effective is his style? What changes would you advise? To what extent were Ramesh Ahujas needs being considered?

2. Case study
Shakti Enterprises was established 12 years ago at Silvassa, when it was a small and almost deserted village near Vapi. The firm produced a number of decorative fixtures. In the beginning the management was just one person Sheth Shyamsunder Agrawal. But as the demand and profits grew, some executives mostly the sheths distant relatives were employed. These people were content to take the line of least resistance and merely kept on the right side of the Sheth. Meanwhile, Silvassa became more and more inhabited and soon became a large housing area where the factory and the few other workshops got surrounded by residential housing. The Sheth, however, was reluctant to move the factory to another large plot which he owned in an industrial area on the ground that he was sentimentally attached to Silvassa. The sheth rarely came to the factory especially since he appointed Mr. Mehta, B.E., M.B.A.. as the Chief Executive on the strong pleadings of his sons. Mr. Mehtas style of working was resented and he had to fire a few people who were inefficient and obstructionists. He tried to reason with his officers and supervisors that the main weaknesses were poor working atmosphere, and poor machine and manpower utilization. progress because my ideas are not accepted. I am therefore forming an inter-departmental team consisting of Mr. A from production, B from finance and my executive assistant. Let the team find out the facts, the weaknesses and what has to be done to improve matters. Let scientific management be the sole criterion of working and not sentimental attitudes. In other words, dont accept things because I am saying so let the team say so but once the team makes a critical study and makes a recommendation let everyone wholeheartedly support it. I shall give a full brief to the team which should be carefully studied and which become the starting point for the teams work.

Questions: 1. What are the main problems of Shakti Enterprises? 2. What according to you are probable causes of these problems? 3. What broad recommendations would you like to make to revamp the working of Shakti Enterprises? He also tried to convince the officers that the growing grip of the employees union needed to be dealt with greater firmness through the use of disciplinary procedures against erring and negligent employees. His concern over deterioration in employee discipline was shared by officers and supervisors, though they were reluctant to confront the union. Another point that he shared with the officers was about the relatively stagnant market which was attributed by him to lack of any organized marketing efforts. All these aspects of the working of the organization ultimately got reflected in the declining profitability and difficulties in paying up suppliers on time. One day the Chief Executive called a meeting of all the officers and supervisors and addressed them as follows: Gentlemen, I am here for nearly a year but find that I have made very little progress because my ideas are not accepted. I am therefore forming an inter-departmental team consisting of Mr. A from production, B from finance and my executive assistant. Let the team find out the facts, the weaknesses and what has to be done to improve matters. Let scientific management be the sole criterion of working and not sentimental attitudes. In other words, dont accept things because I am saying so let the team say so but once the team makes a critical study and makes a recommendation let everyone wholeheartedly support it. I shall give a full brief to the team which should be carefully studied and which become the starting point for the teams work. Questions: 1. What are the main problems of Shakti Enterprises? 2. What according to you are probable causes of these problems? 3. What broad recommendations would you like to make to revamp the working of Shakti Enterprises?

3.

Read the following case study and write the answers

Indian businessmen have proved time and again that they are capable of taking on and beating the best in the world. Instead of protecting Indian companies from competition, we should force it on them. In such a climate, our own businessmen will sharpen their skills and become multinationals in their own right. Consider the triumph of Nirma washing powder over Surf, the world-famous detergent powder produced by Hindustan Lever. In marketing Surf, Hindustan Lever aimed at the top of the market with a high-priced product. Mr. Karsanbhai Patel saw that by aping the West, Lever had missed an enormous potential market for a low-quality, cheap washing powder, which would be bought by millions that could not afford a high-class detergent. His Nirma now sells more than Surf. He has become one of the biggest detergent manufacturers in the world and he is also active in the export market. He is not the only small man to beat world famous multinationals. One of the biggest markets in India is for non-aerated soft drinks, mainly on fruit flavors. Several MNCs have tried to storm this market and failed. Years ago, Cadbury launched Apella (an apple-based drink) but had to close shop. Meanwhile Indian companies, notably the public sector Himachal Pradesh apple juice are doing well. General Foods, in collaboration with the Kotharis launched two internationally famous brands tang and JU-C. Both failed against Rasna, a brand promoted by an unknown businessman from Gujarat. Likewise, Treetop brand of Lipton was beaten badly by Parle's Frooti in the tetrapack section in the market. When Philips was allowed to make TV sets, there was uproar on the ground that it would have an unfair edge over our desi producers because of its international image. Videocon and Onida became market leaders and Philips remained in the second slot. When IBM left India, it was expected that (CIM (Controlled by International Computers Ltd. Of Britain) would become the market leader. In fact, totally new Indian companies like HCL and Wipro progressed far ahead. ICIM started losing money and the multinational had to seek help from the R. P. Goenka group to get out of the red. . Questions: 1. Explain the case in brief. 2. What is the role of the attitude of these businessmen in their success? 3. Can the positive thinking of the Indian businessmen towards Indian

market help them produce the product at decent price or it is better to buy product of a MNC (Multinational Corporation)? Justify your answer.

4th case study: Due to some misunderstanding developed because of miscommunication, you have developed a conflict with your best friend. Your best friend is not taking any initiative to solve the problem. You want to save this relationship, how will you solve this conflict between you both and make the relationship between you and your friend normal. Give suggestions in NOT MORE THAN 10 sentences.