N. B.: 1) Attempt all Cases.
2) All Cases carry equal marks.
Case 1:
PROMOTING THE PROTÉGÉ
The die was cast. Prem Nath Divan, executive chairman of Vertigo, the country’s largest engineering project organization, decided to switch tracks for a career in academics. Divan was still six years short of the company’s retirement age of 65. His premature exit was bound to create a flutter at the Vertigo board. Having joined Vertigo as a management trainee soon after college, he had gradually risen through the hierarchy to take a board position as the marketing director of the firm at 32. He had become …
of it all had missed me completely. There is no way I can allow a split at the top just before I quit. I must leave on a high note in my own interest. I must find a way out of he imminent mess.”
Question:
1. What should Divan do?
Case 2:
PREJUDICES IN WORKPLACES : REAL OR PERCEIVED ?
Manjula Srivastav had been head of marketing for the last four years at Blue Chips, a computer products firm. The company’s turnover had increased by two – and a half times during the period and its market share in a number of precuts had also moved up marginally. What was creditable was that all this had happened in an environment in which computer prices had been crashing.
Although she had a talent for striking an instant report with people – particularly with the company’s dealers – Srivastav often found herself battling …
“I need to think about this. I will let you know tomorrow,” said Srivastav and left the office.
What should she do?
Case 3:
MECHANIST’S INDISCIPLINED BEHAVIOUR
Dinesh, a machine operator, worked as a mechanist for Ganesh, the supervisor. Ganesh told Dinesh to pick up some trash that had fallen from Dinesh’s work area, and Dinesh replied, “I won’t do the janitor’s work.”
Ganesh replied, “When you drop it, you pick it up”. Dinesh became angry and abusive, calling Ganesh a number of names in a loud voice and refusing to pick up the trash. All employees in the department heard Dinesh’s comments.
Ganesh had been trying for two weeks to get his employees to pick up trash in order to have cleaner workplace and prevent accidents. He talked to all employees in a weekly departmental meeting and to each employee ..
Questions:
1. How would you rate Dinesh’s behaviour? What method of appraisal would you use?
2. Do you assess any training needs of employees? If yes, what inputs should be embodied in the training programme?
Case 4:
RISE AND FALL
Jagannath (Jaggu to his friends) is an over ambitious young man. For him ends justify means.
With a diploma in engineering. Jaggu joined, in 1977, a Bangalore-based company as a Technical Assistant. He got himself enrolled as a student in an evening college and obtained his degree in engineering in 1982. Recognizing as Engineer-Sales in 1984.
Jaggu excelled himself in the new role and became the blue-eyed boy of the management. Promotions came to him in quick succession. He was made ..
Questions:
1. Bring out the principles of promotion that were employed in promoting Jaggu.
2. What would you do if you were (i) Suresh, (ii) Prahalad or (iii) Ravi?
3. Bring out the ethical issues involved in Jaggu’s behaviour.
2) All Cases carry equal marks.
Case 1:
PROMOTING THE PROTÉGÉ
The die was cast. Prem Nath Divan, executive chairman of Vertigo, the country’s largest engineering project organization, decided to switch tracks for a career in academics. Divan was still six years short of the company’s retirement age of 65. His premature exit was bound to create a flutter at the Vertigo board. Having joined Vertigo as a management trainee soon after college, he had gradually risen through the hierarchy to take a board position as the marketing director of the firm at 32. He had become …
of it all had missed me completely. There is no way I can allow a split at the top just before I quit. I must leave on a high note in my own interest. I must find a way out of he imminent mess.”
Question:
1. What should Divan do?
Case 2:
PREJUDICES IN WORKPLACES : REAL OR PERCEIVED ?
Manjula Srivastav had been head of marketing for the last four years at Blue Chips, a computer products firm. The company’s turnover had increased by two – and a half times during the period and its market share in a number of precuts had also moved up marginally. What was creditable was that all this had happened in an environment in which computer prices had been crashing.
Although she had a talent for striking an instant report with people – particularly with the company’s dealers – Srivastav often found herself battling …
“I need to think about this. I will let you know tomorrow,” said Srivastav and left the office.
What should she do?
Case 3:
MECHANIST’S INDISCIPLINED BEHAVIOUR
Dinesh, a machine operator, worked as a mechanist for Ganesh, the supervisor. Ganesh told Dinesh to pick up some trash that had fallen from Dinesh’s work area, and Dinesh replied, “I won’t do the janitor’s work.”
Ganesh replied, “When you drop it, you pick it up”. Dinesh became angry and abusive, calling Ganesh a number of names in a loud voice and refusing to pick up the trash. All employees in the department heard Dinesh’s comments.
Ganesh had been trying for two weeks to get his employees to pick up trash in order to have cleaner workplace and prevent accidents. He talked to all employees in a weekly departmental meeting and to each employee ..
Questions:
1. How would you rate Dinesh’s behaviour? What method of appraisal would you use?
2. Do you assess any training needs of employees? If yes, what inputs should be embodied in the training programme?
Case 4:
RISE AND FALL
Jagannath (Jaggu to his friends) is an over ambitious young man. For him ends justify means.
With a diploma in engineering. Jaggu joined, in 1977, a Bangalore-based company as a Technical Assistant. He got himself enrolled as a student in an evening college and obtained his degree in engineering in 1982. Recognizing as Engineer-Sales in 1984.
Jaggu excelled himself in the new role and became the blue-eyed boy of the management. Promotions came to him in quick succession. He was made ..
Questions:
1. Bring out the principles of promotion that were employed in promoting Jaggu.
2. What would you do if you were (i) Suresh, (ii) Prahalad or (iii) Ravi?
3. Bring out the ethical issues involved in Jaggu’s behaviour.
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