Masters Program in Business Administration (MBA)
Note :- Solve any 4 case study
All case carries equal marks
CASE I
NAVEEN FISHERIES LTD.
The managing director of Naveen Fisheries Ltd. (NFL) received a message from one of the members of the crew that their mechanized boats had sunk at sea off Paradeep Port Trust due to unfavorable weather. The other directors of NFL ascertained the detailed information regarding the incident. All the promoters were fresh graduates.
Naveem, Praveen, Nagain, Ravi and ……………….The cost of scrap of the vessels was nominal. As their working capital was scarce, and they were unable to invest more capital, they were in a dilemma whether to continue the business or not.
Case I Questions:
1. What were the reasons for the sinking of the vessels?
2. How could they reorganize the businesses?
CASE II
MNC CORPORATION
At MNC Corporation, a foreman of inspection noticed a mistake in the assembly of transmitter cases. The foreman, a shy man when speaking to his immediate superiors, mentioned this matter to the senior supervisor in a weak, ineffectual manner. The senior supervisor nodded his head and continued to work on a report that he was writing. Later, a production slowdown occurred, and it was discovered that this flaw in the transmitter was the cause. The chief of production engineering, upset because this error had passed inspection unnoticed, reproved the senior supervisor in a brusque manner.
The senior supervisor called in the foreman of inspection and asked why this error had not been brought to his attention. The foreman said, “I told you the other day they were missing same of the punch-outs in those transmitter cases.” The senior supervisor said, “Yes, but you did not pound the desk when you told me!”
Case II Questions:
1. Why did the communication problem arise?
2. What do you suggest to prevent the communication problem? CASE III
MEHTA BANK LTD
Venkataraman was an officer in a leading nationalized bank with years of service to his credit. During his long period of service, he worked in different capacities and sections. His attitude and behavior made him a trusted in the organization. Having been posted in a big branch based in a large city, he was not keen on getting further promotions.
……………….draft was issued. This led to promt investigations and detection of the whole fraud committed by Venkataraman.
Case III Questions:
1. How do you view the present fraud case: a human failure or a system failure?
2. What are the main issues in the case, and how can our present system of control prevent such fraud?
3. How would you manage the situation on detection?
CASE IV
SHAHID FABRICS
Mr. Lateef, Chairman of Shahid Fabrics, a Hyderabad-based garments and piece goods firm which exported all its products to the USA, faced a decision in August 1985. The US government had imposed quota restrictions which reduced the exports of his firm by 40 percent. He had to find a new market for his products.
Shahid Fabrics was one of Pakistan’s major exporters of garments and piece goods. Its share was 25 percent of the exports of these goods of the whole country. It was established in 1954 as a producer of cotton cloth and later, in 1966, it extended production to include garments and piece goods. It had eight local production units and the total number of employees was 8,000. All its garments and piece goods were exported, and branded according to customer specification. All the goods were exported to the USA and the sales of the firm amounted to US$ 100 million. In 1984, the US government imposed quota restrictions. By August 1985, Shahid Fabrics exports had been reduced by 40 percent.
Mr. Lateef believed that finding new markets was the only way to survive. The possible alternatives according to him were the EEC countries, the USSR, the Middle Eastern Arab countries and the other Asian countries. ……………….
which new market offered the highest potential. He wondered what specific information he could use to help his decision.
Case IV Questions:
1. What information should Mr. Lateef develop to evaluate foreign markets?
2. Where should he look for this information?
3. Develop a framework to help Mr. Lateef identify his best potential foreign markets.
CASE V
WESTWARD EXPORTS LTD.
Mr. Abdul Ahmed, Production Manger, Westward Exports Ltd, Karachi, faced a decision in 1984. the rejection rate of their exports of readymade garments was 20 percent of total production. He also felt that their productivity was not as high as it might have been.
…………and wondered what sequence of steps he should take to help reduce this high rejection rate.
Case V Questions:
1. What alternatives are available to Mr Abdul?
2. Other than purchasing higher technology machinery, in what ways might Mr Abdul increase the effectiveness and efficiency of the dyeing and stitching operations?
CASE VI
BABA BEARINGS COMPANY
The quality circle Sigma was started in the heat treatment section of Baba Bearings Company with seven members.
The members prepared the following list of various factors affecting the productivity of the heat treatment section.
1. Distortion of bearing races in sealed quench furnaces.
2. Loss of productivity and energy in sealed quench furnaces.
3. Excess consumption of LPG.
4. Rejection of cages due to scaling during annealing.
5. Shrinkage in tapered roller bearing outer rings.
6. Broadly, bearing are manufactured in the following three stages: (a) Turning, (b) Heat Treatment, and (c) Grinding.
………….t within the cross-section of the rings, causing more distortion. The temperature adjacent to the heating elements was higher by 26 degree Celsius than at the centre of the furnace.
Case VI Questions:
1. What are the measures to be taken to avoid direct effect of heat?
2. Design a quality improvement process for the bearings company.
No comments:
Post a Comment