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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.

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CASE I

What motivates a person to perform is the focus of this chapter. Motivation in the context of organization refers to the willingness of an employee to respond to organizational requirements. All the significant content theories of motivation (Maslaw’s Need Hierarchy Theory, McGregors Theory X and Theory Y and Herzberg’s Motivation—Hygiene Theory) as well as process theories of motivation (McClellands Need Theories, Goal Setting Theory, Expectancy Theory and Equity Theory) are reviewed. Some of the recent attempts in motivating employees like job enrichment, quality circles, work redesign, flexitime and work democratization are discussed. The chapter raises some issues concerning money as motivator and takes a closer look at motivation—productivity linkage.

Questions:

1.    Briefly discuss the importance of motivation to organizations.

2.    Study an organization, unit, or an individual employee and suggest ways and means to motivate him to perform more effectively.



CASE II

1. Manpower Planning: The manpower requirement on the generation side is determined by the design of the plant and the operating requirements. Therefore, as and when new plants are due for commissioning, the requirement of staff is worked out in consultation with the A & P Department. Past experience and redeployment of existing staff is taken care of as a ……………………….

    The nature of relationship between the Personnel Department at the corporate level and those in all the different departments is of a ‘team approach’, where the Corporate A&P Department frames policies based on feedback and requirement. The corporate A&P Department also functions as a guide. Very important, the unit personnel officers also liaison between the Corporate A&P Department and the respective units of their posting in all functions attached to the A&P Department. (Source: Company documents.)

Questions:

1.    The number of consumers is projected to increase by 2000 every month. What would be the requirement for the following categories:
1.    bill distributors;
2.    meter readers;
3.    estimators; and
4.    inspectors?

2.    Given urbanization, leading to houses and buildings like apartments for consumers, with personalized transport like two wheelers for meter readers, can you refix the norms for the Categories in 1 above taking into account an increase in productivity. What other factors need to be balanced against this increase in productivity? (Specify your group productivity increase and other factors.)

3.    Propose a revised organization structure at the zonal office, where the company feels that with existing manpower more consumers have to be serviced (the Naranpura area is in a high population growth zone).
CASE III

Welfare implies providing better work conditions, reasonable amenities (such as drinking water, toilet, rest rooms and rest pauses etc) and services beyond job such as recreation, housing, education etc.). In India the concept of welfare can be divided into statutory welfare (that which is required by law) and non, statutory welfare (that which is undertaken voluntarily by the employees………….
 down their wages. The company under disguise of compensation allowance pays Rs. 20 per month for traveling to employees staying more than 8 km away from company premises.

1.    What factors would you take into account in evaluating this demand from the workers?

2.    Provide the rationale for implementing or not implementing this demand.
CASE IV

Personnel research is an important activity of personnel manager. It helps in reviewing existing personnel policies and developing more effective systems. It also helps in anticipating personnel problems and building up existing body of knowledge. Research has the advantage of being systematic, objective and purposive. Personnel manager can conduct research by using a number of methods. He/She can choose from such methods as case studies, historical studies, survey research, exploratory studies, experimental studies etc., depending upon the objective of the research. No matter what methods is chosen the process of research involves statements of purpose, problem, methods and procedures results and implications.

1.    Identify a personnel problem that has to be solved. This can be done by discussions with the personnel manager of an organization. Write a detailed proposal of how you would carry out the research to find the answer.


CASE V

The present day business corporation functions in an environment where demands on it emanate from several groups. This has, to a considerable extent, resulted from a changed social environment and value system in the community. The realization of the social responsibility of business has spread down to the retail level today.

    Profits are a useful index to measure the efficiency of an enterprise. Internal social responsibilities do not consist merely of the provision of a job and the attendant welfare measures as deemed ………a part of the employee’s life in an organization. The employer has centain responsibilities towards his employee. In turn, the employee is also equally responsible for behaving in a responsible and concerned manner.

Questions:

1.    Discuss the concept of social responsibility. Why should and enterprise be concerned with it?

2.    How have some firms in India gone about discharging their social responsibilities? What other approaches can be tried? Give reasons.

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Note: Solve any 4 Cases Study’s

CASE: I    Pushing Paper Can Be Fun

A large city government was putting on a number of seminars for managers of various departments throughout the city. At one of these sessions the topic discussed was motivation—how to motivate public servants to do a good job. The plight of a police captain became the central focus of the discussion:
I’ve got a real problem with my officers. They come on the force as young, inexperienced rookies, and we send them out on the street, either in cars or on a beat. They seem to like the contact they have with the public, the action involved in crime prevention, and the apprehension of criminals. They also like helping people out at fires, accidents, and other emergencies.
The problem occurs when they get back …


Question:

1.    What performance problems is the captain trying to correct?
2.    Use the MARS model of individual behavior and performance to diagnose the possible causes of the unacceptable behavior.
3.    Has the captain considered all possible solutions to the problem? If not, what else might be done?

CASE: II    How Did I Get Here?

Something was not right. John Breckenridge opened his eyes, saw the nurse’s face, and closed them once more. Cobwebs slowly cleared from his brain as he woke up from his brain as he woke up from the operation. He felt a hard tube in his nostril, and tried to lift his hand to pull it out, but it was strapped down to the bed. John tried to speak but could make only a …
much and had worked far too hard. Midmorning he had been felled by a massive heart attack.
All of this history passed through John Breckenridge’s mind as he woke after the operation. It was time for a change.




Question:

1.    Identify the stressors in John Breckenridge’s life. Which ones could he have prevented?

2.    What were the results of the stress? Would you consider these to be typical to stress situations and lifestyle choices John made, or was John Breckenridge unlucky?

3.    Assume you are a career coach retained by John Breckenridge to guide him through his next decisions. How would you recommend that John modify his lifestyle and behavior to reduce stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not, where should he seek help?



CASE: III    The Shipping Industry Accounting Team

For the past five years I have been working at McKay, Sanderson, and Smith Associates, a mid-sized accounting firm in Boston that specializes in commercial accounting and audits. My particular specialty in accounting practices for shipping …
ould be quite happy to work somewhere that did not require any of these long-distance team headaches.

Question:

1.    What type of team was formed here? Was it necessary, in your opinion?

2.    Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this team’s environment, design, and processes.

3.    Assuming that these four people must continue to work as a team, recommend ways to improve the team’s effectiveness.























CASE: IV    Conflict In Close Quarters
A team of psychologists at Moscow’s Institute for Biomedical Problems (IBMP) wanted to learn more about the dynamics of long-term isolation in space. This knowledge would be applied to the International Space Station, a joint project of several countries that would send people into space for more than six months. It would eventually include a trip to Mars taking up to three years.
IBMP set up a replica of the Mir space station in Moscow. They then arranged for three international researchers from Japan, Canada, and Austria 110 days isolated in a chamber the size of a train car. This chamber joined a smaller …
with the Russian interpretation of events. “They’re trying to protect themselves,” he says. “They’re trying to put the fault on others. But this is not a cultural issue. If a woman doesn’t want to be kissed, it is not acceptable.”











Question:

1.    Identify the different conflict episodes that exist in this case. Who was in conflict with whom?

2.    What are the sources of conflict for these conflict incidents?

3.    What conflict management style(s) did Lapierre, the international team, and Gushin use to resolve these conflicts? What style(s) would have worked best in the situation?




CASE: V   Hillton’s Transformation 

Twenty years ago Hillton was a small city (about 70,000 residents) that served as an outer to a large Midwest metropolitan area. The city treated employees like family and gave them a great deal of autonomy in their work. Everyone in the organization (including the two labor unions representing employees) implicitly agreed that the leaders and supervisors of the organization should rise through the ranks based on their experience. Few people were ever hired from the outside into middle or senior positions. The rule of employment at Hillton was to learn the job skills, maintain a reasonably good work record, and wait your turn for promotion.
Hillton had grown rapidly since the mid-1970s. As the population grew, so did the municipality’s workforce to keep pace with the increasing demand for municipal services. This meant that employees were promoted fairly quickly and were almost guaranteed employment. In fact, until recently Hillton had never laid off any employee. The organization’s culture could be described as one of entitlement and comfort. Neither the elected city council members nor the city manager bothered the department managers about their work. There were few costs controls because rapid growth forced emphasis on keeping up with the population expansion. The public became somewhat more critical of the city’s poor services, including road construction at inconvenient times and the apparent lack of respect some employees showed towards taxpayers.
During these expansion years Hillton put most of its money into “outside” (also called “hard”) municipal services such as road building, utility construction and maintenance, fire and police protection, recreational facilities, and land use control. This emphasis occurred because an expanding population demanded more of these services, and most of Hillton’s senior people came from the outside services group. For example, Hillton’s city manager for many years was a road development engineer. The “inside” workers (taxation, …
guarantees, whereas the union representing inside workers focused more on improving wages and benefits. Leaders of the outside union made several statements in the local media that the city had “lost its heart” and that the public would suffer from the actions of the new professionals.


Question:

1.    Contrast Hillton’s earlier corporate culture with the emerging set of cultural values.

2.    Considering the difficulty in changing organizational culture, why did Hillton’s management seem to be successful at this transformation?

3.    Identify two other strategies that the city might consider to reinforce the new set of corporate values.

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Note: Solve any 4 Case Studies

Case 1: The Chinese Dragon and a New Organization Structure

    Since the reform initiative in 1979, the Chinese government has promoted an aggressive policy of export-led growth that has resulted in an annual average of double-digit growth rate. The transition of the Chinese economy from an administratively controlled regime to a market oriented one was under the


Questions:

1.    On reading the news about accession of China to WTO, your organization, an internationally well-known name in manufacturing of bicycles, who had just two years ago started operations in India, decided to relocate its manufacturing base to China, while retaining other service and corporate support in India. Discuss what should be the likely structure of your organization. (To help you understand the bicycle manufacturing and support services of the company, a brief outline of the product and process oriented activities is given below).



Bicycle Project


2.    Explain the logic behind your suggested structure. What advantage can be reaped out of this move? What are the likely problems your organization may encounter in such a move?





















Case 2: Conflict Management at Supreme India

    Supreme India in New Delhi is a software development company and it has a turnover of Rs 2000 crore. It employs 400 persons. The company is professionally managed. A young dynamic managing director heads the management team. He expects performance of a high order at every level and more so at the supervisory and managerial levels.

.

Questions:

1.    Where did things go wrong?

2.    Who is responsible for this episode? Is Mr Jain to be blamed?

3.    Should the training manager have conceded to his demand for appropriate placement?





Case 3: Korean Management

    The Korean economy came to be widely regarded as a possible ‘role model’ to be followed by other newly industrializing economies. The 1997 Asian Crisis shattered this image. The economy faced a competitive squeeze between lower cost and rapidly growing economies such as China on the one hand, and higher knowledge/technology based economies such as Japan on the other hand.
Questions:

1.    Study this case carefully. In India we have two major Korean consumer electronics conglomerates. While both the companies have achieved tremendous market growth, they have started encountering the problem of losing their key people. Track such reasons to the typical Korean culture and suggest how such Korean companies can best adopt the theory Z model.

Case 4: Innovative Customer Service at EMC Corporation

When customers believe in you, they’ll stick with you almost no matter what.
-    Mike Ruettgers, EMC Corp.

In 1979, EMC was founded at Hopkinton, Massachusetts. Today, it is recognized as the world leader in customer service. Mike Ruettgers, after joining the EMC Group as Vice President (Operations and Customer Service), ……………….
unit; it is implanted in the company’s DNA; it is a continuous innovation.

Questions:

1.    Read the case and suggest as an organizational behaviour professional, what type of managerial interventions can ease the problem of customer service in a competitive, technology-intensive market?

2.    Related the TQM concept in this case with customer retention.

Case 5: T-Mobile – Intensifying the Learning Gain

    T-Mobile, US, is a part of T-Mobile international, one of the top three global wireless carriers and a proud subsidiary of Deutsche Telekom AG. ‘In a world full of busy and fragmented lives…wireless ……………….
    On-going evaluation – The new approach will continue to be evaluated in order to ensure that it successfully meets the company’s needs, develops new skills, and enhances performance, whilst fostering a motivation to learn among the staff.


Questions:

1.    Discuss critically the T-Mobile case and explain the learning culture prevalent in the organization.

2.    Can you outline the learning module in T-mobile? Highlight various learning organization qualities in any Indian corporate office.

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MASTER’S PROGRAM IN BUSINESS ADMINISTRATION


CASE I

A DIAMOND PERSONALITY

Ask Suraj bhai about the dot-com burst and he may grin at you as if to say, ``What burst?’’ Suraj bhai, a 38-year-old entrepreneur, owns an Internet business that sells loose diamonds to various buyers. Business is becoming for Suraj bhai. In 2004, he had sales of INR 3,500 million. Needless to say, Suraj bhai is optimistic about his business venture.
    The future wasn’t always to bright for Suraj bhai, however. In 1985, Suraj bhai moved from his native town Suraj, to New Delhi, with little ability to speak English. There, he attended language courses and worked at the local mall to support himself. After graduation, his roommate’s girlfriend suggested that he work at a local jeweler. ``I thought she was crazy. I didn’t know anything about jewelry,’’ says Suraj bhai, who took her advice. Though he worked hard and received his Diamonds and Diamonds Grading certification from the Gemological Institute, he wasn’t satisfied with his progress. ….
in INR 25 million a year. I am not in debt, and the business is breaking ever. I care about the company. I want to keep everything even until we take off, and then it may be another ball game.’’

Questions:

1. What factors do you think attributed to Suraj bhai’s success? Was he merely ``in the right place at the right time’’, or are there characteristics about him that contribute to his success?
2. How do you believe Suraj bhai would score on the Big Five dimensions of personality (extroversion, agreeableness, conscientiousness, emotional stability, openness to experience)? Which ones would he score high on? Which ones might he score low on?
3. Do you believe that Suraj bhai is high or low on core self-evaluations? On what information did you base your decision?
4. What information about Suraj bhai suggests that he has a proactive personality?






CASE II

BULLYING BOSSES

It got to where I was twitching, literally, on the way into work,’’ states Carrie Clark, a 52-year-old retired teacher and administrator. After enduring 10 months of repeated insults and mistreatment from her supervisor, she finally quit her job. ``I had to take care of my health.’’
    Though many individuals recall bullies from their elementary school days, some are realizing that bullies can exist in the workplace as well. And these bullies do not just pick on the weakest in the group, rather, any subordinate in their path may fall prey to their torment, according to Dr. Gary Namie, director of the Workplace Bullying and Trauma Institute. Dr. Namie further says workplace bullies are not limited to men-women are at least as likely to be bullies. However, gender discrepancies are found in victims of bullying, as women are more likely to be targets.
    What motivates a boss to be a bully? Dr. Harvey Hornstein, a retired professor from Teachers College at Columbia University, suggests that ….
bully’s grip. `stick with the substance, not the process, and often it won’t escalate,’’ he states. Of course, that is easier said than done.  

Questions:
1)    Of the three types of organizational justice, which one does workplace bullying most closely resemble?
2)    What aspects of motivation might workplace bullying reduce? For example, are there likely to be effects on an employee’s self-efficacy? If so, what might those effects be?
3)    If you were a victim of workplace bullying, what steps would you take to try to reduce its occurrence? What strategies would be most effective? What strategies might be ineffective? What would you do if one of your colleagues was a victim of an abusive supervisor?
4)    What factors do you believe contribute to workplace bullying? Are bullies a product of the situation, or are they flawed personalities? What situations and what personality factors might contribute to the presence of bullies?




CASE III

THANKS FOR NOTHING

Thought it may seem fairly obvious that receiving praise and recognition from one’s company is a motivating experience, sadly many companies are failing miserably when it comes to saying ``thanks’’ to their employees. According to curt Coffman global practice leader at Gallup, 71 percent of U.S. workers are ``disengaged’’, essentially meaning that they could care less about their organization. Coffman states. ``We’re operating at one-quarter of the capacity in terms of managing human capital. It’s alarming.’’ Employee recognition programs, which became more popular as the U.S. economy shifted from industrial to knowledge-based, can be an effective way to motivate employees and make them feel valued. In many cases, however, recognition programs are doing ``more harm than good’’ according to Coffman.
    Take Ko, a 50-year-old former employee of a dot-com in California. Her company proudly instituted a rewards program designed to motivate employees. What were the rewards for a job well-done? Employees would receive a badge which read ``U Done Good’’ and, each year, would receive a T-shirt as a means of annual recognition. Once an employee received 10 ``U Done Good’’ badges, he or she could trade them in …
when praising employees for a job well-done, managers need to ensure that the praise is given in conjunction with the specific accomplishment. In this way, employees may not only feel valued by their organization but will also know what actions to take to be rewarded in the future.

Questions
1)    If praising employees for doing a good job seems to be a fairly easy and obvious motivational tools, why do you think companies and managers don’t often do it?
2)    As a manager, what steps would you take to motivate your employees after observing them perform well?
3)    Are there any downsides to giving employees too much verbal praise? What might these downsides be and how could you alleviate them as a manager?
4)    As a manager, how would you ensure that recognition given to employees is distributed fairly and justly?




CASE IV

WILL GEORGE W. BUSH BE A GREAT PRESIDENT?

What does it take to be a great U.S. president? A survey of 78 history, political science, and law scholars rated the U.S. presidents from George Washington to Bill Clinton. Here are the presidents who were rated ``Great’’ and ``Near Great.’’
    Great
    George Washington
    Abraham Lincoln
    Franklin D. Roosevelt (FDR)

    Near Great
    Thomas Jefferson
    Andrew Jackson
    James Polk
    Theodore Roosevelt
    Harry Truman
    Dwight Eisenhower
    Ronald Reagan
Among recent presidents, Presidents Nixon, Ford, and Carter were ranked ``Below Average’’ and Presidents G. H. W. Bush (the first President Bush) and Clinton were ranked ``Average’’.
    So what explains these ratings? The following are some qualities of presidents who have stood the test of time.
1.    Great presidents are transformational leaders who engender strong emotions – that is, you either love them or you hate them (it’s hard to hate someone who made little difference). And great presidents enact a vision that may not respond to popular opinion. Lincoln and FDR were beloved, and hated, by millions.
2.    Great presidents are bold and take risks, and almost all great presidents emerge successfully from a crisis. A great president is perceived as ``being there’’ when a crisis emerges and taking bold action to lead the nation out of the crisis – for example, Lincoln in the Civil War and Roosevelt in WWII.
3.    Great presidents are associated with a vision. Most people, for example, are able to associate the great presidents with defining moment where a clear set of principles was articulated – for example, FDR’s speech ….
of the 2004 election (Bush received 51 percent of the vote and Kerry received 48 percent) suggests that Bush may not have overwhelming support.

Questions
1.    How would you rate President George W. Bush on the four characteristics outlined at the beginning of the case? How would you contrast his reaction to Hurricane Katrina with his reaction to the terrorist attacks of September 11, 2001? What do you think his handling of these two events says about his leadership?
2.    Do you think leaders in other contexts (business’, sports, religious) exhibit the same qualities of great or near-great U.S. presidents?
3.    Do you think being in the right place at the right time could influence presidential greatness?



Case V
A UNIQUE TRAINING PROGRAM AT UPS

Mark Colvard, a United Parcel manager in San Ramon, California, recently faced a difficult decision. One of his drivers asked for 2 weeks off  to help an ailing family member. But company rules said this driver wasn’t eligible. If Colvard went by the book, the driver would probably take the days off anyway and be fired. On the other hand, Colvard was likely to be criticized by other drivers if he bent the rules. Colvard chose to give the driver the time off. Although he took some heat for the decision, he also kept a valuable employee.
    Had Colvard been faced with this decision 6 months earlier, he says he would have gone the other way. What changed his thinking was a month he spent living in McAllen, Texas. It was part of a UPS management training experience called the Community Internship Program (CIP). During his month in McAllen, Colvard built housing for the poor, collected clothing for the Salvation Army, and worked in a drug rehab center. Colvard gives the program credit for helping him empathize with employees facing cries back home. And he says that CIP has made him a better manager. ``My goal was to make the numbers, and in some cases that meant not looking at the individual but looking the bottom line. After that 1-month stay, I immediately started reaching out to people in a different way.’’
    CIP was established by UPS in the late 1960s to help open the eyes of the company’s predominantly white managers to the poverty and inequality in many cities. Today, the program takes 50 of the company’s most promising executives each summer and brings them to cities around the country. There they deal with a variety of problems- from transportation to housing, education, and health care. The company’s goal is to awaken these managers to the challenges that many of their employees face, bridging the cultural divide that separates a white manager from an African American driver or an upper-income suburbanite from a worker raised in the rural South.
Questions
1.    Do you think individuals can learn empathy from something like a 1-month CIP experience? Explain why or why not.
2.    How could UPS’s CIP help the organization better manage work-life conflicts?
3.    How could UPS’s CIP help the organization improve its response to diversity?
4.    What negatives, if any, can you envision resulting from CIP?
5.    UPS has 2,400 managers. CIP includes only 50 each year. How can the program make a difference if it includes only 2 percent of all managers? Does this suggest that the program is more public relations than management training?
6.    How can UPS justify the cost of a program like CIP if competitors like FedEx, DHL, and the U.S. Postal Service don’t offer such programs? Does the program increase costs or reduce UPS profits?

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Attempt All Question:-
1.    In your Opinion, where is India on the trajectory of the changing operations management function? Discuss.


2.    How are people important in an operations strategy? Discuss what needs to be done in your organization and in India, in general.


3.    Suppose the average cost of maintenance for a piece of equipment is related to its life as follows:

Period            Cost, Rs.        Period            Cost, Rs.
1            50            7            230
2            70            8            270
3            90            9            340   
4            120            10            410
5            150            11            480
6            190            12            560

If the purchase price of the new equipment is Rs.1,600, what is the optimal life of the equipment (when replacement with new equipment is done)?
(Assume that there is no salvage value. The firm uses 10% discount rate per period.)


4.    Read through the literature and find out what ‘Technology Assessment’ is? How is it useful to operations management?


5.    What is organizational learning? Is it important for quality? Discuss.


6.    How does one ensure that ‘job evaluation evaluates the job and not the man’?


7.    Discuss the importance of training in the context of job redesign.


8.    ‘Group Technology as applied to a operations system is a human relations technology.’ Would you agree with this statement? Discuss


9.    Should cost be the primary criterion in operations planning? Explain.


10.    What role for production and operations management do you foresee in another 15-20 years time in India?

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Attempt Only Eight Question:-
1.    How would operations strategy for a service industry be different if any from that for a manufacturing industry ?  (Its an example & explain)
2.    Consider the following two mutually exclusive projects.  The net cash flows are given below:
YEAR    NET CASH FLOWS FROM PROJECT A    NET CASH FLOWS FROM PROJECT B
0    -  Rs. 1,00,000    - Rs. 1,00,000/-
1    + Rs. 30,000    + Rs. 15,000/-
2    + Rs. 35,000    + Rs. 17,500/-
3    + Rs. 40,000    + Rs. 20,000/-
4    + Rs. 45,000    + Rs. 22,500/-
5        + Rs. 25,000/-
6        + Rs. 27,500/-
7        + Rs. 30,000/-
8        + Rs. 32,500/-


If the desired rate of return is 10% which project should be chosen?
3.    What are the levels of aggregation in forecasting for a manufacturing organization?  How should this hierarchy of forecasts be linked and used ?
4.    How would forecasting be useful for operations in a BPO (Business processes outsourcing) unit ?  What factors may be important for this industry ?  Discuss .
5.    A good work study should be followed by good supervision for getting good results.  Explain with an example.
6.    What is job evaluation ?  Can it be alternatively used as job ranking ?  How does one ensure that job evaluation evaluates the job and not the man ?  Explain with examples ?
7.    What is the impact of technology on jobs ?  What are the similarities between job enlargement  & job rotation ?  Discuss the importance of training in the content of job redesign ?  Explain with examples ?
8.     What is an internet connectivity ?  How is it important in to days business would with respect to materials requirement planning & purchasing.  Explain with examples ?
9.    Would a project management organization be different from an organization for regular manufacturing in what ways.  Examples.
10.    How project evaluation different from project appraisal?  Explain with examples.