#employee education initiatives Jamshedpur

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Tata Motors Workers Union Discusses Bonus and Employee Benefits

Committee meeting addresses bonus issues and celebrates recent educational initiatives The Tata Motors Workers Union held a committee meeting to discuss bonus distribution and other employee concerns. JAMSHEDPUR – The Tata Motors Workers Union convened a committee meeting at their office, focusing on bonus issues and recent educational initiatives for employees’ children. Union President Gurmeet…

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Remembering the Pioneer of Indian Industry – The Life and Work of J. N. Tata

Jamsetji Nusserwanji Tata was an entrepreneur, a philanthropist and a visionary leader who founded the Tata Group, India’s largest conglomerate. The tremendous success that Tata Group has today is the result of the vision and mission of our legendary founder Jamsetji Tata, who is also regarded as the “Father of Indian Industry”.

During his lifetime, India was firmly under British rule. However, driven by his deep love for his country, Jamsetji envisioned and implemented great initiatives that propelled India into the modern industrial age.

To mark the birth anniversary of the visionary, who played a pivotal role in the development of India through his industrial and philanthropic activities, we provide an overview of everything he accomplished in his life :

Jamsetji Tata was born on March 3, 1839, into a Parsi family. He was Nusserwanji Tata’s first child and only son. After graduating from Elphinstone College in Bombay (now Mumbai) in 1858, he joined his father’s export-trading firm and worked there.

In 1868, 29-year-old Jamsetji Nusserwanji Tata started a trading company with a capital of ₹21,000 — the early beginnings of what would one day become the Tata Group.

In the 1870s, J N Tata started his entrepreneurial journey with a textile mill in central India. In 1872, he focused on cotton manufacturing and established mills in Nagpur, Bombay, and Coorla.

In 1874, Jamsetji established a textile mill named Empress mills in Nagpur instead of Bombay — India’s textile hub. The Empress Mills experiment were proved to be a stroke of genius.

Jamsetji was always concerned about the welfare of his employees. He laid out plans for a conducive workplace, shorter working hours, and employee benefits such as provident fund and gratuity. In 1886, Empress Mills pioneers employee welfare initiatives, long before they are enacted by law. 150 years later, the Tata Group remains a ‘people-first’ enterprise.

Jamsetji realised that India needed a technologically proficient generation and thus established the JN Tata Endowment Scheme in 1892 to help Indian students pursue higher studies abroad.

Another of his dreams was that India should have expertise in science and technology, for its development. Thus, he founded Indian Institute of Science, Bangalore (now Bengaluru) – an institution for advanced scientific education and research. In 1898, he pledged Rs. 3 million half of his personal fortune, towards setting it up.

He created the beautiful Taj Mahal Hotel in Bombay. He was once denied entry into a city hotel because of his Indian identity. This prompted him to construct an equally grand place for Indians. The Taj Mahal Hotel opens for business on December 16, 1903, at the cost of Rs 42 million.

Jamsetji founded Tata Steel, because he believed that steel was essential for our nation’s infrastructure, we should not be reliant on imported steel. He also pioneered India’s first major hydro-electric project, so that the city of Mumbai could have clean electric power.

His visions also included a well-planned city with a lot of greenery. The city, which is now known as Jamshedpur in Jharkhand, was borne out of his vision.

J N Tata had four dream ventures – setting up an iron and steel company, a world-class learning institution, a world-class hotel and a hydro-electric company. Only one of his dreams came true during his lifetime – the Taj Mahal Hotel.

Jamsetji Tata died in 1904. His other three dreams were realised by his sons : Tata Iron and Steel Company (now Tata Steel) was set up in 1907; Tata Power in 1910; and the Indian Institute of Science in Bengaluru in 1911. However, his legacy left a mark on these three institutions.

His Legacy

Jamsetji believed in nation-building and sought to provide India with what he felt was necessary for India’s economic development. He lived and dedicated his life for the love of our country.

“There is one kind of charity common enough among us… It is that patchwork philanthropy which clothes the ragged, feeds the poor, and heals the sick. I am far from decrying the noble spirit which seeks to help a poor or suffering fellow being… [However] what advances a nation or a community is not so much to prop up its weakest and most helpless members, but to lift up the best and the most gifted, so as to make them of the greatest service to the country.” – Jamsetji Tata

Jamsetji’s ideas and visions were more than just a business. He was a philanthropist who believed in selfless philanthropy, and his constructive philosophy became the tradition for the Tata Group.

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 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050

joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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?

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XLRI Jamshedpur to Host "HR for the Greater Good" Conclave on August 26-27

National event for CPSEs to share transformative experiences in HR practices The conclave aims to explore HR’s role in advancing sustainability, ethics, and employee well-being in organizations. JAMSHEDPUR – A national HR conclave focusing on corporate sustainability and social responsibility will be held at XLRI Jamshedpur this August. The "HR for the Greater Good" Conclave is scheduled for…

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Tata Steel’s SNTI celebrates century of skilling industrious workforce

~ With over 75,000 graduates, the Shavak Nanavati Technical Institute aims to strengthen India’s core manufacturing sectors ~

The Shavak Nanavati Technical Institute (SNTI), a world-class centre of learning established by Tata Steel and built on the Company’s ideology of nation-building, celebrated its Centenary today with a series of events and engagements to observe this 100-year milestone. The Centenary event was organised leveraging digital platforms and involved Tata Steel’s senior management, office bearers of the Tata Workers’ Union (TWU), SNTI alumni as well as all employees of the Company.

Among the key activities held on the occasion were the launch of an e-Heritage Gallery and release of a commemorative publication by Chief Guest, T V Narendran, CEO & Managing Director, Tata Steel and Guest of Honour, Sanjeev Kumar Choudhary, President, TWU. The Centenary celebration highlighted the evolution of this premier Institute of learning – its essential role in creating a skilled and employable indigenous workforce – as well as how SNTI benefits our nation’s manufacturing sectors and their ancillary units along with companies in India and abroad.

T V Narendran, CEO & Managing Director, Tata Steel, said: “It is a matter of great pride that SNTI is celebrating a century of having pioneered technical education in India. The Institute continues to contribute to the success of Tata Steel, as well as to help build a skilled workforce for our country’s manufacturing sector. Since our inception, our capability development initiatives have serviced the cause of nation-building through the creation of skilled and technical workforce. Committed to innovation and agility to address the requirements of our ever-evolving business landscape, I am certain SNTI will continue to set benchmarks and make meaningful contributions to the steel industry.”

Sanjeev Kumar Choudhary, President, TWU, said: “I extend my heartiest congratulations to SNTI on this milestone. SNTI has contributed immensely to the skilling of thousands of youth, including our colleagues. Some of those who were trained by the institute not only rose to the top ranks of the Company but also occupied high positions in Tata Workers’ Union. I express my deep gratitude to SNTI and its trainers for the constructive role they have played in the lives of all of us, teaching us trades and vocations, discipline and above all good work ethics.”

Born out of Tata Steel’s founding vision to create an indigenous workforce of technical experts to cater to key manufacturing sectors, SNTI (set up as the Jamshedpur Technical Institute in 1921) continues to create an employable workforce. Through innovations and utilisation of digital interventions, SNTI today has positioned itself as a premier technical training institute for upskilling, reskilling and skill development of potential and existing employees. This facility is extended to Tata Steel’s subsidiaries, group companies, and through the increased adoption of online platforms, to Tata Steel’s international partners. With the introduction of new platforms such as Digie-Shala, SNTI has expanded its learning and development offerings to a wider audience.

SNTI also set up of the J N Tata Vocational Training Institute (JNTVTI) in 2015 with the aim to make youth in and around the Company’s areas of operation employable through training programmes. Till date, over 5,000 JNTVTI students have secured jobs in various companies associated with Tata Steel.

About Tata Steel

Tata Steel group is among the top global steel companies with an annual crude steel capacity of 33 million tonnes per annum. It is one of the world's most geographically diversified steel producers, with operations and commercial presence across the world. The group recorded a consolidated turnover of US $21.06 billion in the financial year ending March 31, 2021.

A Great Place to Work-CertifiedTM organisation, Tata Steel Ltd., together with its subsidiaries, associates, and joint ventures, is spread across five continents with an employee base of over 65,000.

Tata Steel has been a part of the DJSI Emerging Markets Index since 2012 and has been consistently ranked amongst top 5 steel companies in the DJSI Corporate Sustainability Assessment since 2016. Besides being a member of ResponsibleSteelTM and worldsteel’s Climate Action Programme, Tata Steel has won several awards and recognitions including the World Economic Forum’s Global Lighthouse recognition for its Jamshedpur, Kalinganagar and IJmuiden Plants, and Prime Minister’s Trophy for the best performing integrated steel plant for 2016-17. The Company, ranked as India’s most valuable Metals & Mining brand by Brand Finance, featured amongst CII Top 25 innovative Indian Companies in 2020, received rating of ‘A-‘ (leadership band) from CDP for its Climate Change disclosure and Supply Chain disclosure, Steel Sustainability Champion 2020 recognition from worldsteel, ‘Most Ethical Company’ award 2021 from Ethisphere Institute, Best Risk Management Framework & Systems Award (2020) from CNBC TV-18, and Award for Excellence in Financial Reporting FY20 from ICAI, among several others.

To know more, visit https://capabilitydevelopment.org/

[elearningskill]

Tata Steel’s SNTI celebrates century of skilling industrious workforce

The Shavak Nanavati Technical Institute (SNTI), a world-class centre of learning established by Tata Steel and built on the Company’s ideology of nation-building, celebrated its Centenary today with a series of events and engagements to observe this 100-year milestone. The Centenary event was organised leveraging digital platforms and involved Tata Steel’s senior management, office bearers of the Tata Workers’ Union (TWU), SNTI alumni as well as all employees of the Company.

Among the key activities held on the occasion were the launch of an e-Heritage Gallery and release of a commemorative publication by Chief Guest, T V Narendran, CEO & Managing Director, Tata Steel and Guest of Honour, Sanjeev Kumar Choudhary, President, TWU. The Centenary celebration highlighted the evolution of this premier Institute of learning – its essential role in creating a skilled and employable indigenous workforce – as well as how SNTI benefits our nation’s manufacturing sectors and their ancillary units along with companies in India and abroad.

T V Narendran, CEO & Managing Director, Tata Steel, said: “It is a matter of great pride that SNTI is celebrating a century of having pioneered technical education in India. The Institute continues to contribute to the success of Tata Steel, as well as to help build a skilled workforce for our country’s manufacturing sector. Since our inception, our capability development initiatives have serviced the cause of nation-building through the creation of skilled and technical workforce. Committed to innovation and agility to address the requirements of our ever-evolving business landscape, I am certain SNTI will continue to set benchmarks and make meaningful contributions to the steel industry.”

Sanjeev Kumar Choudhary, President, TWU, said: “I extend my heartiest congratulations to SNTI on this milestone. SNTI has contributed immensely to the skilling of thousands of youth, including our colleagues. Some of those who were trained by the institute not only rose to the top ranks of the Company but also occupied high positions in Tata Workers’ Union. I express my deep gratitude to SNTI and its trainers for the constructive role they have played in the lives of all of us, teaching us trades and vocations, discipline and above all good work ethics.”

Born out of Tata Steel’s founding vision to create an indigenous workforce of technical experts to cater to key manufacturing sectors, SNTI (set up as the Jamshedpur Technical Institute in 1921) continues to create an employable workforce. Through innovations and utilisation of digital interventions, SNTI today has positioned itself as a premier technical training institute for upskilling, reskilling and skill development of potential and existing employees. This facility is extended to Tata Steel’s subsidiaries, group companies, and through the increased adoption of online platforms, to Tata Steel’s international partners. With the introduction of new platforms such as Digie-Shala, SNTI has expanded its learning and development offerings to a wider audience.

SNTI also set up of the J N Tata Vocational Training Institute (JNTVTI) in 2015 with the aim to make youth in and around the Company’s areas of operation employable through training programmers. Till date, over 5,000 JNTVTI students have secured jobs in various companies associated with Tata Steel.

About Tata Steel

Tata Steel group is among the top global steel companies with an annual crude steel capacity of 33 million tonnes per annum. It is one of the world's most geographically diversified steel producers, with operations and commercial presence across the world. The group recorded a consolidated turnover of US $21.06 billion in the financial year ending March 31, 2021.

A Great Place to Work-CertifiedTM organisation, Tata Steel Ltd., together with its subsidiaries, associates, and joint ventures, is spread across five continents with an employee base of over 65,000.

Tata Steel has been a part of the DJSI Emerging Markets Index since 2012 and has been consistently ranked amongst top 5 steel companies in the DJSI Corporate Sustainability Assessment since 2016. Besides being a member of ResponsibleSteelTM and worldsteel’s Climate Action Programme, Tata Steel has won several awards and recognitions including the World Economic Forum’s Global Lighthouse recognition for its Jamshedpur, Kalinganagar and IJmuiden Plants, and Prime Minister’s Trophy for the best performing integrated steel plant for 2016-17. The Company, ranked as India’s most valuable Metals & Mining brand by Brand Finance, featured amongst CII Top 25 innovative Indian Companies in 2020, received rating of ‘A-‘ (leadership band) from CDP for its Climate Change disclosure and Supply Chain disclosure, Steel Sustainability Champion 2020 recognition from worldsteel, ‘Most Ethical Company’ award 2021 from Ethisphere Institute, Best Risk Management Framework & Systems Award (2020) from CNBC TV-18, and Award for Excellence in Financial Reporting FY20 from ICAI, among several others.

To know more, visit https://capabilitydevelopment.org/

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What would have been the drawback of the XYZ Company prior to 1991

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050

joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

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What should Dolly Raheja do

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050

joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

  �37��

[homestudyhelp365-blog]

What are the features of low income consumers

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050 joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

  `�2�U�$

[homestudyhelp365-blog]

The PreOD Scenario Our Strengths and Areas of Concern In the years 199091 XYZ had grown into the largest Indian HARDWARE company

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050

joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

[homestudyhelp365-blog]

Tata Cummins Limited (TCL) is a 5050 joint venture between Tata Motors and Cummins Engine Co., Inc., USA

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050 joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

[homestudyhelp365-blog]

Sunder singh had studied only up to high school. He was now 32 years of age, lived alone in a rented room

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050 joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

[homestudyhelp365-blog]

Site few examples of Indian companies, similar to XYZ mentioned above

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050

joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

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Should she fire Sunny Master or give him another chance  Explain your answer with reasons.

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050

joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

[homestudyhelp365-blog]

List the various reasons in Organization xyz , which lead to its development

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050

joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

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Is organizational development depended internally on employees and externally influenced by customers Discuss

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

 Organizational Behaviour

 Case Studies

Introduction: XYZ An Organizational Perspective (20Marks)

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 shortterm revenues, and relatively lesser efforts were being put into medium and longterm 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 shortterm projects – there was lesser investment on aligning to longterm 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 employees trained 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 centreoriented, 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 andmarket 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 (20Marks)

4. Dolly Daleja continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Dolly Raheja had been distribution manager for Raheja Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Raheja had given her a chance despite her record, and Dolly Raheja had made the most of it. She now was one of the most respected managers in the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison six months ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to explain his past and asked for another

chance. Dolly Raheja decided to give him that chance just as Henry Raheja had given her one. Sunny Master eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to

like Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Sunny Master about this and was reassured when Sunny Master understood her concern and earnestly but calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few

days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give exconvicts like Sunny Master a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Sunny Master in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had approached Dolly Raheja and requested that Sunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some people might even begin to question her own motives.

 Answer the following question.

Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?

Q2. What should Dolly Raheja do?

Q3. Should she fire Sunny Master or give him another chance? Explain your answer with reasons.

Q4. Explain the differing perceptions at Raheja Industries?

 CASE (20Marks)

Tata Cummins Limited (TCL) is a 5050 joint 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. The vision 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: 􀀀

Care for customers 􀀀 Obsession for quality 􀀀 Care deeply about people 􀀀 Do what's right and not what's convenient 􀀀 Guarantee product leadership 􀀀 Responsible citizenship 􀀀 Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart, fully airconditioned 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 webbased 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: 􀀀 Grow Sales to 853 crores 􀀀 Improve PBIT by 10% over last year and achieve 25% ROANA 􀀀 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 (20Marks)

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 daytoday 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

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224