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MARKS: 80 ( Each case study for 20 Marks)
Subject – Principles and
Practice of Management
Communicating in
a Crisis
The crisis the school had just reopened
after this two week break. The same morning, a fire suddenly broke out on the
third floor and spread to other floors, blocking the stairways. There was
widespread panic, as the children started jumping off the balconies, injuring
themselves in the process. The Principal and staff had a tough time trying to
calm down the children and take control of the situation. Fire engines were
called and several of them arrived and began their fire fighting operations. In
the meanwhile, many parents also arrived and tried to enter the building to
speak to the Principal. The phones were ringing continuously. There was total
chaos.
Question 1 :- How communication crises
arise?
Question 2 :- What Principal should do to
calm down the angry parents?
Question 3 :- How school will regain its reputation?
What services school should provide in order to maintain its reputation?
Case Study 2
Case Study on
The power of Non-Verbal Communication
The Power of Nonverbal Communication Soon
after I graduated from engineering college, I accepted a position with the
Sundaram Foundry, a medium-sized firm located in a small town in Tamil Nadu. It
was a good position, since I was the assistant to Mr. Vishwanath, the General
Manager and president of this family owned company, although there were many technical
problems, the work was extremely interesting and I soon learnt all about the
foundry business. The foundry workers were mostly older men and were a closely
knit team. Many of them were related and had been in the foundry for several
years. Therefore, they felt that they knew the business in and out and that a
technical education had no value. In fact, Mr. Vishwanath had mentioned to me
even at the time of my joining, that I was the only engineer ever to be
employed in the foundry. He also let me know that the foundry workers, although
a good group, were very clannish, since they had been working together for
several years. Therefore, it would probably take them some time to accept me. I
introduced myself to the group of foundry workers, a few days after my joining.
As I went around in turn, I felt them eyeing me coldly. As I went down the main
aisle of the foundry, I heard them talking to each other in low voices and
laughing. I found their behavior to be very childish and felt that it was best
to ignore these signs of hostility. I thought that if I ignored them, they
would automatically stop these antics. A few weeks after this incident, I
happened to visit the enamel shop. As I entered, I noticed a worker cleaning
the floor with a hose, from which water flowed at high pressure. I was aware
that it was the practice to clean the shop at least once a week. I turned my
back on the worker and was busy near a dipping tank, when I suddenly felt the
force of a stream of water hitting me. I was almost knocked down by the
pressure and slipped on the wet floor. When I turned around, the worker looked
away in the other direction, as if he had not noticed this happening. However,
I was pretty sure that he had intentionally turned the hose on me.
Question 1 - What message did the foundry
workers and the new engineer convey to each other through their non-verbal
behavior?
Question 2 - Mr. Vishwanath, the General
Manager and President, was not often present at the foundry. What could this
non-verbal behavior mean to the workers and the new engineer?
Question 3. How could the engineer, the
foundry workers and Mr. Vishwanath be more effective, both verbally and
nonverbally?
Question 4. What do you suggest that the
engineer should do, after the hosing incident?
Case Study 3
BS GETS A D-PLUS ON DIVERSITY FROM MULTIETHNIC
COALITOIN
On February 3,
2000, President and CEO of CBS Leslie Moonves signed a pact with Kweisi Mfume,
president and CEO of the national association for advancement of colored people
(NAACP), who had joined forces with the Hispanic media coalition, and the
American Indians in film and television to request the CBS help to increase
Indians in film and television to request that CBS help to increase ethnic
presence in the television industry. The agreement stipulated the CBS would
increase minority participation both on and off screen by June 30.
In April 2000,
CBS announced the appointment of Josie Thomas to the newly created position of
senior vice president of Diversity at CBS Television. Her job was to improve
outreach and recruitment, hiring, promotion, and monitoring practices in all
divisions of CBS. That fall Moonves announced that 16 of the 21 CBS shows,
including news magazines, would prominently feature minorities. “We think we
are a leader in this area,” Moonves said “We think we are ahead of the curves”
Despite Mooves’s
Statement that as “broadcasters, we believe strongly that it is our duty to
reflect the public that makes up our viewing audience,” there were many who did
not feel the company was sincere in its efforts to improve hiring practices.
The national Hispanic Foundation for the Arts criticized CBS for not scheduling
“American Family,” A pilot drama about middle – class Hispanic family. Moonves
said “American Family” simply did not fit in CBS’s schedule, since there were
already too many strong dramas planned. He said he took the unusual step of
allowing the show’s producer to pitch the CBS-developed networks but no one
picked it up. Meanwhile, the June 30 deadline had come and gone without much
outward sign of change at CBS television.
Josie Thomas is
committed to CBS’s new mandate for multicultural diversity. Twelve of CBS’
prime time series will have minorities in permanent roles and other series will
have minority in recurring role. Fore of the network’s shows- C.S.I., the
district, the fugitive and welcome to New
York
Since signing
the agreement, CBS has established a strong working relationship with national
minority supplier council in order to help minority supplier council and
women’s businesses. The company has bolstered its internship program to include
paid internships on the west coast, pairing up interns with their areas of
interest, Such as finance or entertainment. There are 10 minority interns in
the program. Moreover, CBS has now made diversity a factor in employee job
performance evaluation. “Each area of the network has developed a detailed plan
for diversity,” said Thomas. “Manager will be reviewed with respect to their diversity
efforts and that will be a factor in compensation decisions.” Ms. Thomas noted
that Ghen Maynard, an Asian American Pacific Islander, had just been promoted
form director to vice president of alternative programming for the
entertainment division.
“Will all
believe there is a long way to go,” Thomas said. “What I have found is there
are some things that already exist that are positive, such as news magazines
having minority anchors. We think ‘city
of angels’ renewal was an important step. The ratings were mediocre to low,
and we did feel the program was a risk. It says a lot about our commitment”
In June 2001,
the coalition gave the Big 4 Broadcast Networks (all of whom had signed an
agreement) a report card for their efforts to diversity shows on – air and
behind the scenes. CBS got a D-plus.
Mr. Nogales, of
the National Hispanic Media Coalition, said he was disappointed “We expect
progress; we signed for progress” “The numbers in comparison to last year
actually look better” Nogales
The pressure
being put on the networks- including threats of “boycott” and legal action – is having results. At CBS the number of
minority writers and producer has more than tripled, from four to fourteen,
including six executive or co executive producer however, obstacles to a fully
integrated future remain serious-particularly because of misconceptions about
the nature of the television audience and about the way pop culture works.
Network executive worry that “ghetto shows” might promote stereotypes. They
wonder if shows like The cosby show are
“black” enough. Then again, they think that casting too many minorities may
drive white viewers away. Some network executives are afraid to cast minority
actors in “negative” roles because they may be criticized for it minority
writers, who have been getting more work lately, wonder if they are not just
“tokens”; and despite some progress it is still almost impossible for Hispanic
actor to get non- Hispanic roles.
Both the NAACP
and the coalition have been battling discrimination for years. CBS is just
finding out that a profound change toward pluralism can take place only with
true insight on the part of management. CBS spokesperson Chris Ender says “We
have made tremendous strides to increase diversity on screen, behind the camera
and in the executive suites. However we certainly recognize that more can be
done and more will be done.”
As far as Nogales
Questions
Question 1:-
What advantages would accrue to CBS if it becomes a more diverse workplace?
Question 2:-
Where would you have placed CBS on the organizational diversity continuum and
where would you place CBS now? Why?
Question 3:-
Which approach (es) to pluralism best sums up the diversity policy that is
being developed at CBS? Explain
Question 4:- How
do the attitudes of management at CBS as depicted in your case study affect the
company’s progress toward forming a more diverse workforce? Explain.
Case Study 4
McDonald’s
Listening Campaign
At the end of
2002, the world's largest quick service retailer made its first ever quarterly
loss and faced a number of challenges. It responded by launching its Plan to
Win program, part of a global strategy to modernize the business, followed by
the Listening Campaign in the UK. Here, Ali Carruthers explains how the two
initiatives were linked in the UK
In 2003, things were looking bleak for
McDonald's. Its share price was the lowest it had been in a decade and it faced
a series of seemingly insurmountable problems: It was demonized by the UK media
in the fierce debate raging over obesity; it faced huge competition on the high
street; and it was suffering under a wave of Anti-Americanism in the wake of
the wars in Afghanistan and Iraq.
Added to this was
the fact that the restaurants themselves were beginning to look dated and UK
Speaking earlier
this year to the BBC, the UK
The Plan to Win
The senior
management put their heads together and devised the Plan to Win program, which
went public in the last quarter of 2003. A key part of its focus was a shift to
more choice and variety foods, with salads appearing permanently on the menu
for the first time in the organization's history. Key restaurants began to
receive make over and a supporting advertising campaign with international
stars was planned, all of which were intended to turn the food chain's image
around.
But just as things
were beginning to look up for the organization, trouble raised its head again
in the shape of the documentary film "Supersize me," which in turn
re-ignited the obesity debate in the media. It was then discovered that one of
the salads McDonald's was marketing contained more calories than one of its
hamburgers. The UK
The Listening
Campaign. The company responded promptly. Working with agency Blue Rubicon, the
in-house communication and media relations team devised the Listening Campaign.
It made the most of the arrival of new UK UK
The key ingredient
was listening to customers and staff and then showing the results of this.
"Part of the reason [for doing it] was that we had to introduce Peter very
quickly to employees, customers and stakeholders," says head of internal
communications AIi Carruthers. "It was also signaling that he'd continue
to work to change our culture and lead the drive for a real transparency of
approach. We've been building on that work ever since."
Focus groups for
stakeholders
The communication
team made the most of Beresford's time by booking ahead so that local
franchisees could meet him when he travelled to regional centers for customer
focus groups. Next, Listening Groups were created for the company's regional
offices with corporate rather than restaurant-based employees taking part.
Initial meetings were centered around three classic focus group questions:
* What works?
* What would you
change?
* How would you
change it?
In each session,
six to 10 employees took part and the sessions lasted around two hours. After
the first session, an action plan was drawn up and fed back to the employees in
a second round of focus groups. Then the agreed proposed changes were put in
place by the organization.
Proposed changes
put in place
A range of short, medium
and long term actions have been instigated as a result of the focus groups.
These include a firm commitment to hold monthly town-hall sessions to regularly
address key issues within the organization. "We've agreed to use these
sessions to feature various departmental heads," says Carruthers.
"That's so
people can put names to faces, understand the organizational structure better
and get an understanding of what goes on outside their own departments."
The company has also committed itself to involving a new group of employees
every six months, and to being more transparent about its promotion process and
how people are assessed for promotion. It now holds regular Plan to Win
meetings, which are related to the global strategy. "We're using the town-hall
sessions to communicate the global strategy to thebroader office group rather
than just senior management so there's a wider understanding of what we're
doing," says Carruthers.
The company has
also committed to a peer-nominated quarterly recognition scheme for the
regional and head offices. It's planned that the town halls will also be used
in the recognition scheme. "People need to say well done to each other and
be acknowledged by the senior team," says Carruthers.
A change in
company culture
According to
Carruthers, the strategy has been recognized globally - a drive for greater
face-to-face communication, more transparency, a growth in leadership behavior
and accountability. "Basically we've been trying to make people feel
they're able to ask questions," she says. "There's nothing wrong with
challenging the status quo as long as it's done in a constructive and
respectful way. If we can use some of those ideas we can probably make it a
more enjoyable place for everyone to work."
There's no doubt
that the Listening Campaign has had an impact on the senior team and general
employees alike. Carruthers has had feedback from both groups and believes the
exercise has been an eye-opener for the senior team: "They frequently
mention experiences they've had in those groups. There's nothing quite like
hearing issues for yourself; the good ones and the more awkward ones."
The feedback from
focus-group participants has been very good; employees say they feel listened
to and think their feedback is being taken on board. "They feel confident
to ask questions or send e-mails directly to people they thought wouldn't have
listened to their suggestions previously. It's changing the culture. Anything
that builds trust and transparency is good. Now it's about delivering on the
changes that we said we'd make."
A hotline to the
CEO
A hotline to the
CEO has made the company's drive for transparency and commitment to employees
even more credible. The "Ask Peter" e-mail address was established
when Beresford took up his post and has seen a fair amount of traffic.
"It's word of mouth - people see that it's well responded to," says
Carruthers. She sees it as important to be straight with employees about how
e-mails are dealt with and who sees them. "We're very up-front about the
fact that I see all e-mails as well as Peter, but if we forward them to other
departments, they'll be anonymous."
A combination of
high and low technology adds to the feeling of personal contact: Beresford will
often answer e-mails with a hand-written reply. In one famous instance he
replied to nearly 100 in one week. "It doesn't always happen that way, but
it's these things that make a difference. People see it's coming from him and
it's quite a personal touch."
Committing to
communication, A new round of Listening focus groups with fresh employees is
due to kick off in October. The whole cycle of questions, action-planning and
feedback will be replayed. "We're working with a new group of employees
because we want to keep changing and avoid having a formalized council of
volunteers," says Carruthers. "They'll look at what they think has
happened so far, whether anything could have been done differently and then
we'll hold a review of the proposals."
It's a genuine
commitment to keep the focus groups running on an ongoing basis. Carruthers is
also expecting that the flexibility and fresh new faces will ensure that new
topics arise: "They're things that inevitably come up along the way and
get added to the agenda for change. We just need to follow them through and
then tell people the results."
The results
Since Beresford's
Listening Tour there's been a turnaround in the media coverage of McDonald's,
which has been much more positive. The Listening Campaign is changing the
internal culture of the company and its focus group cycles are becoming
permanent two-way communication channels.
Results back in
August this year from the last employee survey showed that internal
communication is now ranked by employees as number four out of 25 departments.
"The communications strategy has helped people become aware of who we are
and what we do," says Carruthers. The Listening Campaign has also helped
McDonald's raise its profile externally, as it was nominated in this year's UK
Chartered Institute of Public Relations Excellence Awards and short-listed for
Best Use of Media Relations in the PR Week Awards.
Questions
Question1. Based
on this case, develop guidelines for improving communication with each of
different stakeholders, through better listening.
Question 2:-
What are the essentials for the effective communication?
Question 3:-
Write about McDonald marketing plan
which they have implemented for the success?
Question 4:- Do the SWOT analysis of
following:-
- McDonald
- Food Industry
Human Resource Management
(i)
There are three Sections A and B and C.
(ii) Attempt any three questions each from Section A and B. All questions carry 10 marks each.
(iii) Section C is compulsory for all and carries 40 marks.
(ii) Attempt any three questions each from Section A and B. All questions carry 10 marks each.
(iii) Section C is compulsory for all and carries 40 marks.
SECTION A
1. Define and differentiate between Job Analysis, Job Description and
Job Evaluation. Select an appropriate job evaluation method and create a plan
for evaluating jobs of scientists in different grades.
2. Discuss the role of indoctrination in organizations. How can Performance
Appraisal, and Training and Development be made an integral part of Human
Resource Planning? Discuss.
3. Discuss the scope of Human Resource Audit. While auditing Reward
systems for employees in a manufacturing organization, which factors should be
taken into account and why? Explain with suitable examples.
4. Define and discuss the need for Human Resource Planning in an
organization. Briefly discuss various approaches to HRP
5. Write short notes on any three of the following:
(a) Training methods
(b) Value determinants of HRP
(c) Human Resource accounting
(d) Labour Market Behavior
(e) Promotion and Reward Policies
(a) Training methods
(b) Value determinants of HRP
(c) Human Resource accounting
(d) Labour Market Behavior
(e) Promotion and Reward Policies
SECTION B
1. Define and discuss the objectives of Human Resource Planning at
organizational level. How does it help in determining and evaluating future
organizational capabilities, needs and anticipated problems? Explain with
suitable examples.
2. Define and describe Job Analysis. Briefly discuss several methods in
which information about a job is collected and evaluated.
3. What is the purpose and process of recruitment function? Discuss
various methods of sourcing manpower.
4. How is monetary value assigned to different dimensions of Human
Resources costs, investments, and worth of the employees? Briefly explain Cost
and Economic value approaches of measurement.
5. Write short notes on any three of the following :
(a) MBO
(b) Succession Planning
(c) Competency Mapping
(d) Job Evaluation
(e) H.R. Inventory
(a) MBO
(b) Succession Planning
(c) Competency Mapping
(d) Job Evaluation
(e) H.R. Inventory
SECTION C
1. Quality
control Department
Read the case given below and answer the questions given at the end.
Mr.
Kapil Kumar and Mr. Abbas Ali were working in a scooter manufacturing public
sector industry as Senior Quality Control Engineers in 1988. One post of Deputy
Chief Quality Controller has fallen vacant due to the retirement of the
incumbent and the management decided to recruit a qualified, knowledgeable and
experienced professional from outside so that the present quality standard may
be improved thus ensuring better marketability of their scooters in the face of
stiff competition. Mr. Kapil Kumar, who was a mechanical engineer with about 15
years experience in the Quality Control Department dealing with mopeds and
scooters, could have been promoted to fill the post on the basis of seniority.
However, the management was looking for a graduate in statistics with
experience in latest Quality Control (QC) techniques like statistical quality
control, quality assurance and other related areas rather than a mechanical or
automobile engineer with the routine experience in quality control. As such
instead of promoting Kapil Kumar, the management advertised for the post of
Deputy Chief Quality Controller - since as per company rules it was DR (Direct
Recruitment) vacancy also.
Selection of Outsider
Out of the applications received in response to the advertisement, six
candidates were called for interview including the two internal candidates, Mr.
Kapil Kumar and Mr. Abbas Ali. The person selected was an outsider, one Mr.
Ratnam, who had over 12 years experience SQC, quality assurance etc., in the
two-wheeler private manufacturing industry. Mr. Ratnam joined within 2 months
time expecting that in his new position he would be the main controller for
quality. However, after joining the organization he came to know that he would
be the second senior most person in the hierarchy for controlling the quality
and would be reporting to one, Kirpal Sing,. The Chief for Quality Controls.
Mr. Kirpal Singh had come up to this post by seniority and was basically a
diploma holder in automobile engineering. He had to his credit about 28 years
of industrial experience, out of which 20 years were spent in Quality Control
Department of two industries. He joined the present organization in its Quality
Control Department and had 17 years experience in the organization and was due
for retirement within the next 2 or 3 years. On learning about the retirement
time of Mr. Kirpal Singh, Mt. Ratnam had the consolation that he would be able
to take up the position of 'Chief Controller of Quality' very soon.
Interference from Top
Ratnam could not put forth many good suggestions (for quality control)
because of the interference and direct supervision of Kirpal Singh. He,
however, could pick up a good deal of knowledge about the working of the
company, the nature-and tendency of different production department heads
particularly with regard to care for quality, organization for 'QC' in the
company, the various components required for assembly of the company's
two-wheeler scooter and the expected quality standards, drawback in the present
system of quality controls. etc.
Right from the time the advertisement for the selection of Deputy Chief
Quality Controller appeared, the O.A. (Officers Association) of the
organization had been pressing the management to consider the case of Kapil
Kumar for promotion to the above post based on his seniority in the
organization.
Meanwhile, the management obtained a license in 1989 for producing
Three-Wheeler Autos. As a result of this and the pressure from O.A., Ratnam was
transferred to look after the Quality Control Department at the company's new
Three-Wheeler plant, whereas Kapil Kumar was promoted as Deputy Chief Quality
Controller in the present two-wheeler scooter plant in 1990 (after creating one
additional post of Deputy Chief Quality Controller for the new Project).
In 1991, the State Government, which controlled the company in question,
changed the Managing Director. During the regime of this new Managing Director,
Kapil Kumar was promoted as Chief (Quality Controls) next year, when Kirpal
Singh retired. This decision was based on the recommendations of Kirpal Singh
and partly attributed to pressure from O.A., for further promotion of Kapil
Kumar based on his vast experience in the Quality Control function of this
industry. Abbas Ali rose to the position held earlier by Kapil Kumar.
Allotment of Company Quarters
The Company had its own township near the factory. Its quarter allotment
scheme was based on the length of service, i.e., date of joining. Ratnam had
asked for a suitable quarter at the time of interview and was thus allotted a
tile quarter meant for the Senior Engineer's cadre. He learnt about this, after
occupying the quarter. Ratnam asked for a change of Quarter - preferably a
RCC-roof quarter, - but his request was turned down, since he had put in only
few months of service whereas many others senior to him, on the beds of their
longer length of service in the Company (having over 10 years service), were
staying in tiled-roof quarters and were awaiting a chance for a RCC-roof
quarter. Kapil Kumar and Abbas Ali were residing in RCC-roof quarters. Soon
after Kapil Kumar's promotion to the post of Chief (Quality Controls), he was
allotted a bungalow.
The management's decision in this case must be viewed in the context of
the downtrend in the demand for scooters and three-wheeler autos during 1993
following complaints from dealers about the deteriorating quality of components
as also their short life. Notably the complaints had risen ten-fold in that
year as compared to that in 1988.
Questions
(a) Was the management justified in taking a decision to recruit a
qualified and experienced person from outside as Deputy Chief Quality
Controller?
(b) Was it in the interest of the organization to transfer Ratnam to the
new auto-wheeler plant and promote Kapil Kumar? What could have prompted the
management to take this decision?
(c) How do you view the role of O.A.s in supporting only the local and
internal candidates and overlooking the interests of direct recruits even when
they were family members of the Association, particularly at a time, when the
industry needed professionally qualified persons to fill key technical posts?
(d) How would you react to the management's scheme for quarter allotment
and why?
2. Pearl
Engineering
Pearl Engineering Company was a large heavy-engineering unit. It
attached great importance to the recruitment and training of its senior
supervisors. Apart from selecting them from within the organization, the
company recruited, every. Alternate year, about ten young engineering graduates
and offered them training for a period of two years, before they were appointed
as senior supervisors. Such appointments were made to about 40 per cent of the
vacancies of senior supervisors that occurred in the organization. This was
considered necessary by management as a planned programme of imparting vitality
to the organization. Besides, many of the old-timers, who had risen from the
ranks, did not possess the necessary academic background with the result that
they could not keep pace with the technological changes. Management also
believed that in the rapidly changing conditions of industry, a bank of
technically competent supervisors played a pivotal role, besides serving as a
pool from which to select future departmental managers.
Engineering Graduates were selected from amongst those who applied in
response to an all-India advertisement. For the selection of one engineer, on
an average, eight applicants were called for interview. A selection committee
consisting of the General Manager, the Production Manager, the Personnel
Manager and the Training Officer interviewed and selected the candidates. The
selection interview was preceded by a written test and only those who secured
40 per cent marks qualified for interview.
The engineers thus selected had to undergo a two year intensive
theoretical and practical training. A well-staffed and equipped Training
Institute was directly responsible for the training of the graduate engineers,
besides training trade apprentices and operatives required by the company.
Lectures on theoretical subjects were given at the Training Institute and
practical training was imparted in all the works departments under the guidance
of qualified and experienced instructors. A few lectures by senior officers of
the company were also arranged to acquaint them with the company policies on
different matters. During the last quarter of their two-year training programme
they were deputed to work fulltime to familiarize themselves with the
conditions in departments where they were to be absorbed eventually.
On successful completion of training, the graduate engineers were
offered appointments, depending on their performance and aptitude as revealed
during training. On placement in the work departments, however, most of them
faced some difficulty or the other.
According to management, some of the heads of departments, who were
themselves not qualified engineers, did not have sufficient confidence in these
younger men. They preferred the subordinates who came up from the ranks to hold
positions of responsibility. A few discredited them saying that it would take
years before these youngsters could pick up the job. Besides, some of the
employees, whose promotional opportunities were adversely affected by the
placement of graduate engineers, tried their best to run down the latter as a
class, sometimes working on the group feelings of the workers. Some of the
supervisors who were not graduate engineers also spoke derisively of them as
"the blue-eyed boys" of the organization. Management knew that many
of the graduate engineers were not utilized according to their capacity or
training, nor was any attempt made to test or develop their potentialities.
They also knew that many of the graduate engineers were, therefore, dissatisfied
with their work life. Some of them who did not get equal promotional
opportunities as their colleagues placed in other departments, were looking for
better jobs elsewhere.
On the other hand, according to management, the young graduate engineers
were themselves partly responsible for the hostile attitude of others in the
organization. Some of them failed to appreciate that a newcomer invited
hostility in the beginning and it took time before he was accepted as a member
of the work-group. They did not realize that they would be fully productive
only after gaining about five to seven years experience in the organization. A
few thought that they belonged to a superior cadre and threw their weight
around. They did not bother to understand and appreciate the problems of the
rank-and-file of employees who worked under them.
In spite of these drawback, the General Manager of the company felt that
these men were a set of disciplined supervisors. They had a sense of pride in
their profession, and with the extensive training they had received, they would
be able to take up any responsible position in the organization in course of
time.
The General Manager could not allow the situation to continue especially
when it was a difficult and costly process to recruit and train young
engineering graduates of the requisite type and caliber. He knew that the
prosperity of the company, to a large extent, depended on these young men. In
addition, a large number of lucrative employment opportunities were available
to these young engineers elsewhere and there was a systematic raid on them, He,
therefore, called a meeting of all heads of departments to review the
situation.
Questions:
(i) Identify the issues related to manpower planning as evident in the
case.
(ii) Discuss the strategies to tackle the percentage of internal
promotion at the organizational level.
(iii)What type of additional training programmes should be imparted for
direct entrants?
(iv) Suppose you are the head of the personnel division. What would be your
suggestions in the meeting - Which has been called by the General Manager?
MARKS : 80
COURSE: MBA
SUB: BUSINESS COMMUNICATION
N.
B. : All cases are Compulsory.
CASE
NO. 1
How
to Proofread like a Pro :
Tips
for creating the Perfect Document
You’ve
carefully revised and polished your document, and it’s been sent off to the
word-processing department or a designer to be put into final form. You can breathe a sigh of relief, but only
for the moment : You’ll still be proofreading what comes out of the
printer. To ensure that any document is
error-free, always proofread the final version.
Following are some hints to help make your proofreading more effective.
§ Multiple
passes – Go through the document several times, focusing on a different aspect
each time. The first pass might be to
look for omissions and errors in content; the second pass could be for layout,
spacing, and other aesthetic features; a final pass might be to check for
typographical, grammatical, and spelling errors.
§ Perceptual
tricks – Your brain has been trained to ignore transposed letters, improper
capitalization, and misplaced punctuation.
Try (1) reading each page from the bottom to the top (starting at the
last word in each line,) (2) Placing your finger under each word and reading it
silently, (3) making a slit in a sheet
of paper that reveals only one line of type at a time, and (4) reading the
document aloud and pronouncing each word carefully.
§ Impartial
reviews – Have a friend or colleague proofread the document for you. Others are likely to catch mistakes that you
continually fail to notice. (All of us
have blind spots when it comes to reviewing our own work)
§ Typos
– Look for the most common typographical errors (typos): transposition (such as
teb), substitution (such as economic), and omission (such as productivity)
§ Mechanics
– When looking for errors in spelling, grammar, punctuation, and
capitalization, if you’re unsure about something, look it up in a dictionary, a
usage book, or another reference work.
§ Accuracy
– Double –check the spelling of names and the accuracy of dates, addresses, and
all numbers (quantities ordered, prices, and so on). It would not do to order 500 staples when you
want only 50.
§ Distance
– If you have time, set the document aside and proofread it the next day.
§ Vigilance
– Avoid reading large amounts of material in one sitting, and try not to
proofread when you’re tired.
§ Focus
– Concentrate on what you’re doing. Try to
block out distractions, and focus as completely as possible on your
proofreading task.
§ Caution
– Take your time. Quick proofreading is
not careful proofreading.
Proofreading
may require patience, but it adds creditability to your document.
Career Applications
:
1. What qualities does a person need to be a
good proofreader ? Are such qualities inborn, or can they be learned ?
2. Proofread the following sentence :
application of these methods in stores
in San Deigo nd Cinncinati have resulted in a 30 drop in robberies an a 50
percent decling in violence there, according at the developers if the security
system, Hanover brothrs, Inc.
CASE
NO. 2
ACTIONS
SPEAK LOUDER THAN WORDS ALL AROUND
THE
WORLD
“He
wouldn’t look me in the eye. I found it disconcerting
that he kept looking all over the room but rarely at me,” said Barbara Walters
after her interview with Libya’s Colonel Muammar al-Qadhafi. Like many people in the United States Libya
Nonverbal communication varies widely
between cultures, even between subcultures, and the differences strongly affect
communication in the workplace. Whether
you’re trying to communicate with your new Asian American assistant, the
Swedish managers who recently bought out your company, the African American
college student who won a summer internship with your firm, or representatives
from the French company you hope will buy your firm’s new designs, your efforts
will depend as much on physical cues as on verbal ones. Most Americans aren’t usually aware of their
own nonverbal behavior, so they have trouble understanding the body language of
people from other cultures. The list of
differences is endless.
§ In
Thailand
§ Finnish
female students are horrified by Arab girls who want to walk hand in hand with
them.
§ Canadian
listeners nod to signal agreement.
§ Japanese
listeners nod to indicate only that they have understood.
§ British
listeners stare at the speaker, blinking their eyes to indicate understanding.
§ People
in the United States
§ Saudis
accept foreigners in Western business attire but are offended by tight –
fitting clothing and by short sleeves.
§ Spaniards
indicate a receptive friendly handshake by clasping the other person’s forearm
to form a double handshake.
§ Canadians
consider touching any part of the arm above the hand intrusive, except in
intimate relationships.
It may take years to adjust your nonverbal
communication to other
cultures,
but you can choose from many options to help you prepare. Books and seminars on cultural differences
are readily available, as are motion pictures showing a wide range of cultures. You can always rent videos of films and TV
shows from other countries. Examining
the illustrations in news and business magazines can give you an idea of
expected business dress and personal space.
Finally, remaining flexible and interacting with people from other
cultures who are visiting or living in your country will go a long way toward
lowering the barriers presented by nonverbal communication.
Career
Applications :
1. Explain how watching a movie from another
country might help you prepare to interpret nonverbal behavior from that culture
correctly.
2. One of your co-workers is originally from Saudi Arabia
CASE NO. 3
MASTERING
THE ART OF CONSTRUCTIVE CRITICISM
To become better writers,
people need to be evaluated, but taking criticism
from
others is often difficult. The way you
tell someone “ You did it wrong” can
destroy goodwill and cooperation, or it can build the relationship and help the
person learn from the mistake, improve performance, and retain
self-esteem. To criticize more
constructively, follow these suggestions :
§ Get
all the facts first : Don’t accept hearsay or rumors.
Find out specifically who did or said what,
when, where, why, and how
§ Don’t
act in haste : Never act while you’re angry.
Think things out before you write or speak, and then explain your
criticism calmly, rationally, and objectively.
§ Phrase
your remarks impersonally : Criticize the mistake, not the person. Focus your remarks on the action only, and
analyze it thoughtfully.
§ Never
criticize in an offhand manner : Treat the situation seriously. Take the time to state the problem in detail,
explaining what was wrong and why.
§ Avoid
an abusive tone : Ridiculing someone, talking down to a person, or using
sarcasm prevents people from accepting what you have to say.
§ Make
the offense clear : Don’t talk in generalities.
Be specific about exactly what was done wrong.
§ Preface
the criticism with a kind word or a compliment : Start with a few words of
praise or admiration, saying how much you value the person. First the good news, then the bad.
§ Supply
the answer : Explain how to do things right.
Don’t dwell on the mistake, emphasize how to correct it and how to avoid
repeating it.
§ Ask
for cooperation : Don’t demand cooperation.
Asking makes the person feel like a team member and provides an
incentive to improve.
§ Limit
yourself to one criticism for each offense : Don’t dredge up or rehash past
mistakes. Focus on the current problem.
§ End
on a friendly note : Don’t conclude by leaving things up in the air, to be
discussed again latter. Settle them now,
and make the close friendly. Give the
other person a pat on the back. Let the
last memory of the matter be a good one.
§ Forgive
and forget : Once the criticism has been made, let the person start with a
clean slate. Avoid looking for more
mistakes, and give the person a chance to improve.
§ Take
steps to prevent a recurrence : Follow up to make sure the person is acting on
your suggestions and doing things right.
If
you follow these guidelines, constructive criticism can benefit you, your
company, and – most important – the person you’re criticizing.
Career
Applications :
1. Think back over the lessons you’ve learned
in life. How did you benefit from some
one telling you the truth about something you were doing wrong ?
2. With a partner, role-play a situation in
which one of you is the boss and the other an employee. The boss is angry because the employee
repeatedly arrives late for work, takes long lunches, and leaves 5 to 10
minutes early. However, the employee’s
work is always excellent. After the
role-play, analyze what the boss did right and what could be improved.
CASE NO. 4
WHAT
YOU MAY LEGALLY SAY IN A SALES LETTER
As you prepare to write your
sales letter, think carefully about your choice
of
words. False or misleading statements
could land you in court, so make sure your language complies with legal and
ethical standards. To keep your sales
letters within the limits of the law, review the legal considerations of these
typical sales phrases :
§ “Our
product is the best on the market.” – This statement is acceptable for a sales
letter because the law permits you to express an opinion about your
product. In the process of merchandising
a product, statements of opinion are known as “puffery,” which is perfectly
legal as long as you make no deceptive or fraudulent claims.
§ “Our
product will serve you well for many years to come.” This statement from a
sales brochure triggered a lawsuit by a disgruntled customer who claimed the
manufacturer’s product lasted only a few years.
The courts ruled that the statement was an acceptable form of puffery
because the manufacturer did not promise that the product would last for a
specific number of years.
§ “We’re
so confident you’ll enjoy our products that we’ve enclosed a sample of our most
popular line. This sample can be yours
for only $5.00! Please send your payment
in the enclosed, prepaid envelope.” If
you include a product sample with your sales letter, your readers may keep the
merchandise without paying for it. Under
the law, consumers may consider unordered goods as gifts. They are not obligated to return the items to
you or submit payments for unsolicited merchandise
§ “Thousands
of high school students – just like you – are already enjoying this fantastic
CD collection ! Order before March 1 and save !” If your sales letter appeals
to minors, you are legally obligated to honour their contracts. At the same time, however, the law permits
minors to cancel their contracts and return the merchandise to you. Sellers are legally obligated to accept
contracts voided by minors and any goods returned by them. Legal adult status is defined differently
from state to state, ranging from age 18 to age 21.
§ “You’ll
find hundreds of bargains at our annual scratch and dent’ sale! All sales are final on merchandise marked as
is.” When you use the term as is in your
sales letter, you are not misleading customers about the quality of your
products. By warning consumers that the
condition of sales items is less than perfect, you are not legally obligated to
issue refunds to customers who complain about defects later on.
Career
Applications :
1. Review two sales letters for content. List the “Puffery” statements in each letter.
2. Note any statements in these sales letters
that appear questionable to you. Rewrite
one of the statements, carefully choosing words that won’t be misleading to
consumers.
CASE NO. 5
MINDING
YOUR BUSINESS WITH ONLINE REPORTING
Mrs.
Fields uses them. Mrs. Paul’s uses
them. However, you don’t have to be in
the cookie or fish business to work with electronic reports. More and more companies are adopting
electronic reports over hard-copy reports to keep employees, managers,
investors, and other stakeholders informed.
Computerized cash registers in Mrs.
Fields cookie outlets are the heart of a sophisticated reporting system for
monitoring and controlling operations.
Rather than taking the time to write reports by hand, store managers
enter data into the computer system by following report formats on their
screen. Then they electronically transmit these reports to corporate headquarters
in Park City , Utah
At Mrs. Paul’s a computerized
reporting system allows production managers to continuously monitor and control
the yield from the company’s fish – processing operation. The system calculates the production yield
using the weight of the fish before it’s processed, the weight if abt scraosm
and the weight of the finished fish meals.
If the reports show that the actual yield drops below the expected
yield, the managers can immediately adjust the equipment to improve the
yield. The production managers have
instant access to electronic reports at each stage of the operation, so they
can find and fix problems more quickly than if they had to wait for printed
reports.
FedEx, the well-known package-shipping
firm, uses extensive satellite and computer technologies to track the location
of every package in the company’s system.
Customers can then access electronic reports to monitor the status of
their shipments at any time. This tracking system not only helps the company
serve its customers better, but it puts valuable information in the hands of
customers with a click of the mouse. Like many companies, FedEx posts an
electronic copy of its annual report and other corporate informational reports
at its website.
As Mrs. Fields, Mrs. Pauls, FedEx, and
other companies know, keeping customers, employees, investors, and other
stakeholders informed with electronic reports is the only way to do business in
the global workplace.
Career
Applications
1. What advantages and disadvantages do you
see in asking store managers at Mrs. Fields to file electronic troubleshooting
reports immediately on the company’s intranet ?
2. What kinds of electronic reports might a
company want to post on its website ?
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