CASE – 1
Aravali Hospital was built two years ago, and currently has a workforce of 215 people. The hospital is small, but because it is new, it is extremely efficient. The board has voted to increase its capacity from 60 to 180 beds. By this time next year, the hospital will over three times as large as now, in terms of both beds and personnel.
The administrator, Maya Joshi, feels that the major problem with this proposed increase is that hospital will lose its efficiency. “I want to hire people who are just like our current team of personnel—hardworking, dedicated talented, and able to interact well with patients. If we triple the number of employees, I do not see how it will …., and then formulate a plan of action.
Questions
1. What can Joshi and her staff do to select the type of entry-level candidates they want?
2. How can Joshi ensure that those who are hired come to accept the core cultural values of the hospital? What steps would you recommend?
CASE – 2
Leo Medical Diagnostic and Research Center has patented its new invention of poly fiber cardiovascular valve. The product developed is a novel one and can be manufactured at a very low cost. The utility and life of the product in laboratory testing was found to be more than the life of the patients. The product could enhance the life of patient by at least five years. Considering all these factors Leo Medical Diagnostic and Research Center chose to set a unit to manufacture the product. However, the company has a dilemma. As the product is new and requires the acceptance of medical community, it is considering appointing a promotion and sales co-coordinator to manage the promotional and communication efforts of the firm.
Questions
(a) Do you think the number of units of a product to be manufactured is a random number? Explain your reasoning.
(b) How does one determine the number of units of a product to be manufactured in an organisation?
(c) What are the elements you would take into consideration for forecasting the production and sales requirement of the product developed by Leo Medical Center?
(d) How would you go about planning and organising the manufacturing and selling efforts of the organisation?
CASE – 3
Hari Mohan has a position on the corporate planning staff of a large company in a high technology industry. Although he has spent most of his time on long-range, strategic planning for the company, he has been appointed to a task force to reorganize the company. The president and the board of directors are concerned that they are losing their competitive position in the industry because of an outdated organisation structure. Being a planning expert, Hari Mohan convinced the task force that they should proceed by first determining exactly what type of structure they have now, then determining what type of environment the company faces, now and in the future, and then designing the organisation structure accordingly. In the first phase, they discovered that the organisation is currently structured along classic bureaucratic lines. In the second phase, they found that they are competing in a highly dynamic, rapidly growing and uncertain environment that requires a great deal of flexibility and response to change.
Questions
(a) What type or types of organisation design do you feel this task force should recommend in the third and final phase of the approach to their assignment?
(b) Explain how the systems and the contingency theories of organisation can each contribute to the analysis of this case.
(c) Do you think Hari Mohan was correct in his suggestion of how the task force should proceed? What types of problems might develop as by-products of the recommendation you made in question 1?
CASE – 4
Bharat Engineering Works Limited is a major industrial machineries besides other engineering products. It has enjoyed market preference for its machineries because of limited competition in the field. Usually there have been more orders than what the company could supply. However, the scenario changed quickly because of the entry of two new competitors in the field with foreign technological collaboration. For the first time, the company faced problem in marketing its products with usual profit margin. Sensing the likely problem, the chief executive appointed Mr Arvind Kumar as general manager to direct the operations of industrial machinery division. Mr Kumar had similar assignment abroad before coming back to India.
....could easily increase production efficiency by at least 20 per cent within a very short period without any major capital outlay.
Questions
(a) Discuss the nature and characteristics of the problems in this case.
(b) What steps should be taken by Mr Kumar to overcome these problems?
CASE – 5
The president of Simplex Mills sat at his desk in the hushed atmosphere, so typical of business offices, after the close of working hours. He was thinking about Rehman, the manager in-charge of purchasing, and his ability to work with George, the production manager, and Vipulabh, the marketing and sales manager in the firm.
When the purchasing department was established two years ago, both George and Vipulabh agreed with the need to centralise this function and place a specialist in charge. George was of the view that this would free his supervisors from detailed ordering activities. Vipulabh opined that the flow of materials into the firm was important enough to warrant a specialised management assignment. Yet since the purchasing
Questions:
1. Is George’s view of the situation realistic?
2. How do you evaluate Vipulabh’s position?
3. How might this conflict be associated with factors in the formal organisation?
4. What should the president of Simplex Mills do now?
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