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Principles
and Practice of Management
CASE NO
- 1
Health or Work
Mr.Victor is the marketing manager,
looking after two sensitive products-Max and Priya (both are luxury soaps) -
produced by Hindustan Trading Company. After a service of fifteen years, Mr.
Victor now enjoys the second position in the marketing department of his
company.
Recently the company introduced a new
soap for the elite class of customers. It was launched in all the big cities of
India, under the overall supervision of Mr. Victor.
Mr. Victor now travels twenty days a
month and works for fourteen hours a day. His work is well appreciated by the
chairman of the company. And was also rewarded with three direct increments.
As an obvious result of this new
development, Mr. Victor now looks after all the three sensitive soaps. Looking
at his dashing approach to marketing, the company’s chairman now wants to give
him the additional responsibility of an ‘international launch’ of these
products.
Unfortunately, Mr. Victor is now
suffering from high blood pressure and has gone for medical treatment. Although
he is on leave now, he has to resume his duties within a week. As per the
doctor’s advice, Mr. Victor was supposed to take one month’s rest.
Mr. Victor’s wife works in the government
department and they are blessed with two school going sons.
Required
What
is your advice for Mr. Victor?
CASE NO - 2
Wanted a Leader
Bombay Steel Limited is the market leader
in raw steel, with 40% market share. The company has a work force of 35,000
employees including 6,000 officers. The chairman of the company Mr. Rangtha
retired recently and could not place his successor immediately. The company is
now facing severe competition from new entrants, especially foreign companies.
The moral of employees’ is down due to the absence of proper allocation of responsibilities,
support from superiors and wage revision.
The
company is also expecting a non-cooperation movement to be carried out by its
two unions. Export orders are pending. The export market now expects better
quality of product. The government has allowed BSL to expand its capacity,
acquire new technology and also raise capital from the open market.
Three
senior executives of the company are in the race of becoming the new chairman.
Two senior bureaucrats from the central government departments are also
aspiring for the same position.
 |
| Bombay Steel Limited is the market leader in raw steel, with 40% market share. The company has a work force of 35,000 employees including 6,000 officers |
Required.
1. What type of leader/chairman is
required for this company?
2. Who should be made the chairman?
3. What should be the priorities of the new
chairman?
CASE
NO - 3
Assessment
of Leadership Performance
Assess your present leader, using the
following scale and factors (with respective weightages)
Scale
0 - Nil 1 - Poor
2 - Marginal 3 - Good
4 - Very Good 5 - Excellent
|
Factor
|
Weightage
|
|
Decision Making
|
8
|
|
Understanding Subordinates
|
7
|
|
Delegation of Power
|
6
|
|
Supporting Subordinates
|
5
|
|
Dynamism and Riskbcaring
|
4
|
|
Vision and knowledge
|
3
|
|
Communication
|
2
|
|
Transparency
|
1
|
Required
Select
your group leader. Also decide the next
leader and the method for transfer of leadership.
CASE NO - 4
Value Approach to Productivity
Falcon International Limited is a
well-known company for electrical and electronic products. It is the market
leader for various electrical products and enjoys the second position for
electronic products. The company has realized the 80 million strong
middle-class market of India now wants world-class products and
after-sales-services. These customers are now ready to pay higher price for
better product. On the other side, the lower middle-class customers have become
very price-sensitive, with decreasing real income and increasing inflation.
So
far, this company has been selling ‘same quality products’ to all income groups
of customers. But now, it has realized that ‘prduct differentiation’ if
required, and ‘value for money’ on one side and ‘reasonable value for
reasonable money’ on the other side are going to be the future ‘product
strategies’ of the company.
Product
differentiation is to be effected very carefully, without disturbing ‘customer
sentiments’. This requires suitable change in ‘employee skills’. If employees
are ready to change their style of operations, the required change in ‘product
design’ or ‘product quality’ can be achieved and the customers could be
completely satisfied.
Employees
are to be exposed to ‘real market realities’ through live product
demonstrations and effective workshops.
Careful study of ‘customers ideas on product value’ should be carried
out. New designs, new contents, new utilities require new technology and new
ideas. Ultimately, all this requires flexibility in productivity. Change in
operations or style should not have a negative effect on productivity. If
changed design or quality of product demands improvement in productivity, it
should be achieved by the employees. The company should properly reward such an
improvement.
Falcon
has appointed a committee to find out ways and means for redefining
productivity, based on redefined ‘product value’.
Required
- Discuss the significance of timely
change in ‘product value.’
- Discuss the significance of timely
changes in’ productivity’ to suit the ‘change in product value.’
- How would you bring in such a change
in the productivity.
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