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Advertising
Case Studies
case (20
Marks)
9. ”A while ago UK’s Advertising Standards Authority (ASA) told Liverpool-based Halewood international that their ad part of a 2
million pound campaign for their Lambrini drink was too sexy.ASA issued guidelines suggesting they use balding paunchy,middleaged
men instead of someone who was attractive and desirable.”The ad is in danger of implying that the drink may bring
sexual/social success, because the man in question looks quite attractive and desirable,”
Answer the following question.
Q1. Give an overview of the above case.
Q2. What is the role of ASA?
case (20
Marks)
15. . Unethical judgements lead to misleading and false advertising.Let us understand what is unethical and what is a lapse in the
application of ethics.Ethical dilemma is the outcome of an uneresolved interpretation of an ethical issue.We must appreciate the
difference between “having a right”and the “right thing to do “.For example should advertisers strive to persuade not so well-to-do
youth in urban and semi-urban areas to buy expensive sports shoes or brandedjeans?there is no law against such advertising but the
socially and morally responsible behavior may be to refrain,and so we have an ethical dilemma.It seems advertising professionals
find largely synonymous with legality and many consider advertising expensive jeans or sports shoes to all markets,including those
who should not buy them is “acceptable”ethical behavior.We must appreciate that one can be ethical only when there is the option of
being ethical.One cannot choose to be ethical when one cannot choose at all.Thus,ethics begins only where the law ends.Ethical
dilemmas can occur because advertisers typically sell brands,not just products.Even though functionally the products from different
manufacturers may be the same,advertisers present their brands as being different from other brands.In this process advertisers are
tempted to create false differences.Another situation creates dilemma when advertisers highlight only the good things about their
brand and omit any shortcomings.Whatever is said is not false,yet the ad dose not tell the whole truth.In contrast ethical lapse is
typically a clear of illegal behavior,not permitted by the law of the land.Plenty of laws govern what is legal in advertising but laws
ultimately reflect ethical judgements.As for the self-regulation,advertising and media associations,councils,and societies focus on
legalities rather than philosophies.The eternal question of when how by whom are these laws to be enforced in resolving ethical
dilemmas and lapses still remains.
Answer the following question.
Q1. Give an overview of the above case.
Q2. What is ethical lpase in ads?
case (20
Marks)
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5. The office of RXL Ltd. Wore a deserted look.The marketing manager ,all six regional managers and product managers were busy
in a brainstorming session at a faraway location in Kerala .The main reason behind this session was to identify the future course of
action for their products-mattresses and pillows-marketed under the brand name Dreams.The issue was to decide the approach for
the six month long promotion drive to be launched next month.The company is one the largest manufacturers operating at a national
level in the market of mattresses.The retail market of branded products is estimated to be Rs.100 crores ,and the unbranded market is
in the tune of Rs.400 crores.The market is growing at the rate of around 10% per annum in urban areas and 18%in rural areas.At
present there are six branded products in the market and Cure is the market leader with 25% market share.’Dreams ‘is in the middle
of the rung with around 14% market share.Besides these two brands,several local and regional brands operate in the market and the
market is quite competitive.The company,RXL Ltd,is based in Chennai and its product range includes mattresses,pillows,carpetinlays,
wall panels,foot mats,and other products.The manufacturing facility is located 30 kilometers from Chennai and boasts of an
ultramodern factory and storage set up.The head office is in Chennai and six regional offices are located in all major cities,
i.e.,Bangalore,Calcutta, Delhi,Chandigarh,jaipur and Mumbai.The company sells about 30% of its products to institutions such as
,hospitals,hotels and resorts,and government bodies.Large sales volume comes from the southern and western parts and some comes
from the rest of the country.Besides this ,the mattresses, pillows ,and carpet-inlays are sold in retail through dealers in around sixty
cities all over the country.Presently the company has around 100 dealers who are looked after by the regional offices.The company
began to advertise in print and radio in1987.the advertising theme highlighted features of the products,both in print and radio.About
five years back,the company had offered a unique feature,i.e.,a guarantee card,which ensured protection against duplicate
products.The company also used sales promotion to augment the efforts of advertising,and dealer efforts.Some promotional schemes
offered gifts such as,towel,bed-sheet,or pillow with mattresses.All these promotion schemes affected the company’s bottomline and
did not find very enthusiastic response from dealers.The company thus needed a new platform to highlight its new campaign.A sixmonth
promotional campaign is to be launched ,with equal mix of print advertising ,consumer sales promotion,and a dealer
promotion scheme.The marketing manager wishes to select a theme to portray the ads.In the light of common theme, the various
options a available to the company include the lifestyle product theme,the superior quality theme,and the most healthy product
theme.The entire advertising campaign is to be based on this theme selected and hence it is very important to pick the most
appropriate theme.
Answer the following question.
Q1. Give an overview of the case.
Q2. Why the brainstorming session was called in Kerala?
case (20
Marks)
14. Shoppers ‘Delight’a large retail store,had above-average quality and competitive prices.It advertised its retail promotions in local
newspapers.Its TV advertising was mainly aimed at building store image and did not address retail promotions.The management
kewn it well that they had to advertise their retail promotions more,but they did not feel comfortable with the effectiveness of persent
efforts and wanted to better understand the impact of their present promotions.To better understand the effectiveness of the present
efforts,a study of advertising exposure,interpretation,and purchases was undertaken.Researchers conducted 50 in-depth interviews
with customers of the store’s target market to determine the appropriate product mix,price,ad copy and media,In addition,the store,s
image and that of its two competitors were measured.Based on the research findings,different product lines that would appeal to the
target customer were selected.The retail promotion was run for a full week.Full-page advertisements were released each day in the
two local Hindi newspapers,and also in one English newapaper that devotes six pages to the coverage of the state.Each evening,a
sample of 100 target market customers were interviewed by telephone as follows:1 .Target customers were asked if they had read the
newspaper that day .This was done to determine their exposure to advertisement.2.After a general description of the product lines,the
respondents were asked to recall any related retail advertisements they had seen or read.3.if the respondents were able to recall,they
were asked to describle the ad,the promoted products,sale prices,and the name of the sponsoring store.4.If the respondents were
accurate in their ad interpretation ,they were asked to express their intentions to purchase.5.Respondents were also asked for
suggestions to be incorporated in future promotions targeted at this consumer segment .Immediately after the close of
promotion,500target market customers were surveyed to determine what percentage of the target market actually purchased the
promoted products.It also determined which sources of information influenced them in their decision to purchase and the amount of
their purchase.Results of the study showed that ad exposure was 75% and ad awareness level was 68% and was considered as
high.Only 43% respondents exposed to and aware of the ad copay could accurately recall important details,such as the name of the
store promoting the retail sale.Just 43% correct interpretation was considered as low.Of those who could accurately interpret the ad
copay ,32% said they intended to respond by purchasing the advertised products and 68 per cent sad they had no intention to
buy.This yields an overall intention to buy of 7%.The largest area of lost opportunity was due to those who did not accurately
interpret the ad copay.The post-promotion survey indicated that only 4.2% of the target market customers made purchasesof the
promoted products during the promotion period.In terms of how these buyers learned of the promotion,46% mentioned newspaper
A(Hindi) ,27% newspaper B (Hindi),8% newspaper c( English), and 15% learned about sale through word-of-mouth
communication.The retail promotion was judged as successful in many ways,besides yielding sales worth Rs.900,000.However
,management was concerned about not achieving a higher level of ad comprehension,missing a significant sales opportunity.It was
believed that a better ad would have at least 75% correct comprehension among those aware of the ad .This in turn would almost
double sales without any additional cost.
Answer the following question.
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Q1. prepare a dummy survey report of your choice.
Q2. What is the purpose of the survey reports?


 Business Ethics
Case Studies
Case (20
Marks)
Many public policy arguments focus on fairness. Is affirmative action fair? Are congressional districts drawn to be fair? Is our tax
policy fair? Is our method for funding schools fair? Arguments about justice or fairness have a long tradition in Western civilization.
In fact, no idea in Western civilization has been more consistently linked to ethics and morality than the idea of justice. From the
Republic, written by the ancient Greek philosopher Plato, to A Theory of Justice, written by the late Harvard philosopher John
Rawls, every major work on ethics has held that justice is part of the central core of morality. Justice means giving each person what
he or she deserves or, in more traditional terms, giving each person his or her due. Justice and fairness are closely related terms that
are often today used interchangeably. There have, however, also been more distinct understandings of the two terms. While justice
usually has been used with reference to a standard of rightness, fairness often has been used with regard to an ability to judge
without reference to one's feelings or interests; fairness has also been used to refer to the ability to make judgments that are not
overly general but that are concrete and specific to a particular case. In any case, a notion of desert is crucial to both justice and
fairness. The Nortons and Ellisons of this world, for example, are asking for what they think they deserve when they are demanding
that they be treated with justice and fairness. When people differ over what they believe should be given, or when decisions have to
be made about how benefits and burdens should be distributed among a group of people, questions of justice or fairness inevitably
arise. In fact, most ethicists today hold the view that there would be no point of talking about justice or fairness if it were not for the
conflicts of interest that are created when goods and services are scarce and people differ over who should get what. When such
conflicts arise in our society, we need principles of justice that we can all accept as reasonable and fair standards for determining
what people deserve. But saying that justice is giving each person what he or she deserves does not take us very far. How do we
determine what people deserve? What criteria and what principles should we use to determine what is due to this or that person? The
most fundamental principle of justice—one that has been widely accepted since it was first defined by Aristotle more than two
thousand years ago—is the principle that "equals should be treated equally and unequals unequally." In its contemporary form, this
principle is sometimes expressed as follows: "Individuals should be treated the same, unless they differ in ways that are relevant to
the situation in which they are involved." For example, if Jack and Jill both do the same work, and there are no relevant differences
between them or the work they are doing, then in justice they should be paid the same wages. And if Jack is paid more than Jill
simply because he is a man, or because he is white, then we have an injustice—a form of discrimination—because race and sex are
not relevant to normal work situations. There are, however, many differences that we deem as justifiable criteria for treating people
differently. For example, we think it is fair and just when a parent gives his own children more attention and care in his private
affairs than he gives the children of others; we think it is fair when the person who is first in a line at a theater is given first choice of
theater tickets; we think it is just when the government gives benefits to the needy that it does not provide to more affluent citizens;
we think it is just when some who have done wrong are given punishments that are not meted out to others who have done nothing
wrong; and we think it is fair when those who exert more efforts or who make a greater contribution to a project receive more
benefits from the project than others. These criteria—need, desert, contribution, and effort—we acknowledge as justifying
differential treatment, then, are numerous. On the other hand, there are also criteria that we believe are not justifiable grounds for
giving people different treatment. In the world of work, for example, we generally hold that it is unjust to give individuals special
treatment on the basis of age, sex, race, or their religious preferences. If the judge's nephew receives a suspended sentence for armed
robbery when another offender unrelated to the judge goes to jail for the same crime, or the brother of the Director of Public Works
gets the million dollar contract to install sprinklers on the municipal golf course despite lower bids from other contractors, we say
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that it's unfair. We also believe it isn't fair when a person is punished for something over which he or she had no control, or isn't
compensated for a harm he or she suffered. And the people involved in the "brown lung hearings" felt that it wasn't fair that some
diseases were provided with disability compensation, while other similar diseases weren't. There are different kinds of justice.
Distributive justice refers to the extent to which society's institutions ensure that benefits and burdens are distributed among society's
members in ways that are fair and just. When the institutions of a society distribute benefits or burdens in unjust ways, there is a
strong presumption that those institutions should be changed. For example, the American institution of slavery in the pre-civil war
South was condemned as unjust because it was a glaring case of treating people differently on the basis of race. A second important
kind of justice is retributive or corrective justice. Retributive justice refers to the extent to which punishments are fair and just. In
general, punishments are held to be just to the extent that they take into account relevant criteria such as the seriousness of the crime
and the intent of the criminal, and discount irrelevant criteria such as race. It would be barbarously unjust, for example, to chop off a
person's hand for stealing a dime, or to impose the death penalty on a person who by accident and without negligence injured another
party. Studies have frequently shown that when blacks murder whites, they are much more likely to receive death sentences than
when whites murder whites or blacks murder blacks. These studies suggest that injustice still exists in the criminal justice system in
the United States. Yet a third important kind of justice is compensatory justice. Compensatory justice refers to the extent to which
people are fairly compensated for their injuries by those who have injured them; just compensation is proportional to the loss
inflicted on a person. This is precisely the kind of justice that was at stake in the brown lung hearings. Those who testified at the
hearings claimed that the owners of the cotton mills where workers had been injured should compensate the workers whose health
had been ruined by conditions at the mills. The foundations of justice can be traced to the notions of social stability, interdependence,
and equal dignity. As the ethicist John Rawls has pointed out, the stability of a society—or any group, for that matter—depends upon
the extent to which the members of that society feel that they are being treated justly. When some of society's members come to feel
that they are subject to unequal treatment, the foundations have been laid for social unrest, disturbances, and strife. The members of
a community, Rawls holds, depend on each other, and they will retain their social unity only to the extent that their institutions are
just. Moreover, as the philosopher Immanuel Kant and others have pointed out, human beings are all equal in this respect: they all
have the same dignity, and in virtue of this dignity they deserve to be treated as equals. Whenever individuals are treated unequally
on the basis of characteristics that are arbitrary and irrelevant, their fundamental human dignity is violated. Justice, then, is a central
part of ethics and should be given due consideration in our moral lives. In evaluating any moral decision, we must ask whether our
actions treat all persons equally. If not, we must determine whether the difference in treatment is justified: are the criteria we are
using relevant to the situation at hand? But justice is not the only principle to consider in making ethical decisions. Sometimes
principles of justice may need to be overridden in favor of other kinds of moral claims such as rights or society's welfare.
Nevertheless, justice is an expression of our mutual recognition of each other's basic dignity, and an acknowledgement that if we are
to live together in an interdependent community we must treat each other as equals. The views expressed do not necessarily
represent the position of the Markkula Center for Applied Ethics at Santa Clara University. We welcome your comments,
suggestions, or alternative points of view.
Answer the following question.
Q1. Discuss, “Justice, then, is a central part of ethics.”
Q2. Give an overview of the case.
Case (20
Marks)
Executive compensation has been in the news as part of an ongoing discussion of income inequality. But as James O'Toole, the
moderator of a panel called "Executive Compensation" at a recent meeting of the Business and Organizational Ethics Partnership at
Santa Clara University's Markkula Center for Applied Ethics, said, there is a question as to whether a problem even exists. Are
executives paid what they're worth, or too much? In addition to O'Toole, senior fellow in business ethics at Santa Clara University
and former Daniels Distinguished Professor of Business Ethics at the University of Denver's Daniels College of Business, the panel
consisted of Leslie Denend, former CEO of Network General, former chairman of the board at Verifone, and former board member
at Exponent, McAfee and USAA; Tim Sparks, founder and president of compensation consulting firm Compensia; Edward Lawler,
Distinguished Professor of Business and director of the Center for Effective Organizations at the University of Southern California's
Marshall School of Business; and Donna Morris, senior vice president of global people and places at Adobe. O'Toole started the
panelists out by asking how we evaluate corporate leaders. Is the sole criteria the extent of wealth created for shareholders? Or
should they also be judged by the way they produce those profits? Similarly, should CEOs be paid solely based on the company's
performance, or are there fairness and other issues to consider? The panelists took turns giving their perspective on these initial
questions and then continued the discussion. Morris looked at the issue from the point of view of a practitioner. Compensation, she
said, is both an art and a science. "Ultimately we're an IP-based business," Morris said. "The core asset that we have goes home
every day. Rewards are as important to a bright new grad as to the executives that work for us." Lawler said he started studying pay
50 years ago. "The gap between the lowest and the top has escalated enormously – this is a long-term trend," Lawler said. It's a
complex issue, he said, and can be looked at from the shareholders' point of view or from the perspective of sustainability. "Things
are going better from the shareholder perspective than for sustainability," Lawler said. Sparks said the demise of stock options and
the emergence of performance-based equity compensation have driven a lot of changes, especially in the tech industry, in recent
years. These trends can be traced to changes in the accounting treatment of different types of equity compensation. One question that
has arisen is how to disclose executive pay when it's not clear how much equity the executive will actually receive, since that will be
based on performance, or how much it will ultimately be worth. Denend laid out five points for creating ethical compensation
packages, from the perspective of a board member. First, board members need to understand the context and expectations of the
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work they're taking on. Board members are expected to be independent and devote enough time to the work, for example. Second,
board members should take the shareholders' perspective. "Every dollar you don't pay" in compensation is available to be distributed
to shareholders, he said. A third point, Denend said, is to make sure the pay is fair. This often means making sure people doing
similar jobs are paid the same, though he said it's difficult because all boards want to judge that their management team is above
average. A second way to look at fairness is from top to bottom: Among companies in the same peer group, how much compensation
goes to the CEO, how much to the CEO's direct reports, and how much to everyone else? Denend's fourth principle was paying for
performance, though he noted that "the devil's in the details." The connection between pay and performance is not fully understood,
he said, but "it's not always as direct as you think." Finally, Denend said board members need to use good judgment and get advice:
"Sometimes when the numbers argue that you do one thing, step back and say, 'What's the right thing to do?'"
Answer the following question.
Q1. Explain the five point laid out by Denend for creating ethical compensation packages, from the perspective of a
board member.
Q2. Discuss the concept of performance-based equity compensation.
Case (20
Marks)
In an address to Bay Area government officials during the Center’s quarterly Public Sector Roundtable, Santa Clara County
Supervisor Joe Simitian spoke about affordable housing in the Bay Area, using the ongoing housing dispute at Palo Alto’s Buena
Vista Mobile Home Park as a case study. Although invisible to many, Buena Vista has been a fixture of Palo Alto since the 1920s.
But depending on how the litigation plays out, the mobile home park’s 400 residents (consisting of approximately 117 families and
100 children) face the very real possibility of having to leave their homes, their town, and maybe even the entire Bay Area. When
Simitian, the son of a teacher, moved to Palo Alto in 1967, he went to school with a group of kids from varying socio-economic
backgrounds. He shared classes with the son of an air conditioning mechanic, the daughter of a high school custodian, and the
daughter of the CEO of Hewlett-Packard. Simitian recalled that in 1967, nobody thought it unusual that kids of modest means went
to the same school as the daughter of HP’s CEO. These kids would eventually grow up to become mayors and middle school
teachers; there was no limit to what they could aspire toward. Unfortunately, Simitian said, the uncertain fate of the Buena Vista
Mobile Home Park vividly demonstrates that’s not the case in today’s Silicon Valley. A few years back, Buena Vista’s owners
decided they wanted to sell the mobile home property. Given the high demand for land in the Bay Area, it was reasonable to assume
that a developer would buy the park and immediately replace it with more lucrative housing. The average Buena Vista household
currently makes $35,000 per year. Rent at Buena Vista is approximately $750 per month. If the residents are forced to leave as part
of the sale, but wish to remain in Palo Alto, they’ll be faced with the prospect of paying three to four times that much. And the
neighboring cities aren’t much cost-friendlier. Despite the mobile home park’s invisibility, the people who live at Buena Vista do a
lot of the work that Palo Alto residents have come to rely on. One female resident makes sandwiches in the deli at Molly Stone.
Another works at the Four Seasons hotel in East Palo Alto. A third resident was the Rotary Club president of East Palo Alto.
Simitian noted that it’s harder to “otherize” people once you know who they are and what their place in the community is. The
dispute over the closure of Buena Vista is ultimately a city issue, but Simitian felt early on that something had to be done for the 117
families. Months and months of work have resulted in public backing from local newspapers, school board members, mayors,
council members, and an astoundingly successful rally in which 500 people from all parts of the economic spectrum gathered to
support their fellow community members. The city of Palo Alto and the county have now set aside millions of dollars to help settle
the dispute with the property owners and keep the residents of Buena Vista in their homes. Despite these impressive efforts, the
opposing parties are still deadlocked in litigation. With many questions unanswered for the residents of Buena Vista, the question
posed by Simitian to the Public Sector Roundtable was, “Do we have an ethical obligation to make the South Bay a place of
opportunity for all?” In Palo Alto in particular, there’s a 3-to-1 jobs-to-housing imbalance. When new housing does pop up, it’s
$4,000-a-month housing for people who work at high tech companies. Simitian explained that this Bay Area housing problem has
developed into a major traffic problem, as people who work in the Bay Area can no longer afford to live in the Bay Area. Monday
through Friday thousands of people shuffle in and out of the Bay Area from remote places like Tracy and Gilroy. These people aren’t
just sandwich makers and hotel concierges. They’re law enforcement officers, firefighters, and nurses. Additionally, local small
businesses are having great difficulty attracting employees. It’s a dynamic that Simitian believes does not create the kind of
community we’re looking for. One member of the Public Sector Roundtable suggested that the case of the Buena Vista Mobile
Home Park is an argument for the need for common good. In Simitian’s 1967 Palo Alto, everybody in the community was given a
shot. Not a guarantee, but a shot. Now as the community separates into those who can afford to live within the city limits and those
who cannot, that opportunity, the participant said, may very well get taken away. Some members of the community will matter-offactly
state that not everyone gets to live in Palo Alto, or Mountain View or Los Altos. The economics simply don’t justify it, they
reason. And while Simitian acknowledges that this may be true, he maintains that if we want to have the kind of community where
we can go to the deli and say “Hi Sally,” we need to do the best we can for as many as we can. So exactly who is responsible for
determining the fate of our community experience? The state? The city? The market? Simitian explained that it’s often human nature
to pass the buck and task someone else with solving the collective’s problem. But when a man in a crowd drops to the ground from
an apparent heart attack, isn’t it everyone’s responsibility to do whatever they can to help? Housing is usually a regional issue, but
it’s typically handled city by city. Simitian pointed out that one challenge is that different cities have different visions for what their
city is all about. For instance, the community members of a small, sleepy town might shy away from an initiative to bring affordable
housing within its borders because of the stigma that “affordable housing” implies. A lot has been made over the last few years about
the 117 families whose community member status hangs in the balance. The question has been raised: Why these 117 families?
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Simitian believes that one problem with talks about affordable housing is that the people who need the housing most are never in the
room when the conversation is happening. The abstract affordable housing dilemma does not often have a human dimension, but
with these 117 families, he pointed out, the human dimension is undeniable. You can go to the mobile home park and actually see
these people. It’s a real, immediate concern.
Answer the following question.
Q1. Give an overview of the case.
Q2. Dis cuss the background of Mr. Joe Simitian.
Case (20
Marks)
There’s a new deputy sheriff in town and her name is Sally Quillian Yates, deputy attorney general of the United States. In
September, she announced significant Department of Justice policy shifts in the prosecution of corporate wrongdoing. Monday her
memo was clarified, making it even clearer that the DOJ wants companies to cooperate and do so in a timely way. The changes, six
of them listed below, are a sea change in leadership direction at the DOJ. The thrust of the changes moves from seeking the most
amount of money from corporate coffers to insuring that individuals are held accountable for crimes they commit on the corporate
watch. Is this a big deal? You bet. These new guidelines will likely change how executives and boards and ethics and compliance
functions divvy up internal investigations to protect interests that have been separated with these changes. No longer are the
employee accused and the company where that employee works going to find mutual benefit in a shared defense. Remember
“Prisoner’s Dilemma,” the economic game theory you learned in college that introduced the concept of win-win in negotiating. The
game proves that people do not always act rationally and sometimes can achieve a better outcome by cooperating than pursuing just
their self-interest. It uses captured criminals in separate interrogation rooms to demonstrate these effects. Each would get the best
outcome for himself if he turned in his fellow criminal but if they both act in their own self-interest, their punishment is even greater.
In other words, it was a win-win for them to collaborate and seek a solution that worked for both of them even though an initial
analysis might have led them to believe that not collaborating, or cooperating, with one another would serve their personal interests
more. In a beautiful, ironic twist, Yates is deploying the prisoner’s dilemma to turn up the heat on white-collar criminals. Yes, the
notion of two people choosing not to be truthful is a paradoxical choice to use in discussing how these policy shifts will change the
dynamics in corporate corruption investigations. Yates has introduced six key changes, outlined here, that effectively drive a wedge
between employee and employer when it comes to doing wrong in the name of a corporation. Now, internal corporate compliance
officers must share internal information implicating employees who acted badly—or their supervisors—or risk steeper fines or other
penalties. Prior to these changes, the company and the bad actor were in fact motivated to cooperate with one another to protect
criminal claims against the employee who broke the law and reduce fines the company would have to pay under the DOJ sentencing
guidelines. Yates has reset the playing field so that the company and the employee who has erred are each motivated to protect their
own interests by disclosing as much as possible about the other party. Predictions are that early examples will be made of corporate
executives to achieve deterrence, a shift from the goal of netting the most money possible in lucrative settlements to pursuing justice
and personal accountability. How will this change corporate and corporate compliance dynamics? Compliance has been ruling the
day in response to increasing regulation enacted to prevent more Enrons, AIGS, Big Pharma pricing issues and Volkwagen-like
unethical product design. Let’s hope these changes help the pendulum swing back to ethics with its emphasis on doing what is right
in the first place rather compliance’s concern with mitigating punishment when caught. Perhaps these changes will drive for a
separation of ethics from compliance in corporate life, a move I could support if ethics became the domain of leadership and human
resource professionals, rather than attorneys, as it should be now in order to cultivate a culture that helps employees to do the right
thing, even when no one is looking. Decisions are made more quickly with these conditions, in my view, and strategic and employee
alignment is easier to achieve, all of which bodes well for the business playing for long-term returns.
Answer the following question.
Q1. Give an overview of the case.
Q2. How it is possible to separate ethics from compliance in corporate life.Debate.

 Consumer Behaviour
Case Studies
case (20
Marks)
1. Sunder singh had studied only up to high school. He was now 32 years of age, lived alone in a rented room, and worked together
eight hour shift at on epetrol pump, then went to the other one for another eight hour shift. He had a girlfriend and was planning to
marry. One day when he returned to work, he got anote from his girlfriend that she was getting married to someone else and he need
not bother her. This was a terrible shock to sunder singh and he fell apart. He stopped going to work, spent sleepless nights, and was
very depressed. After a month, he was running low on his savings and approached his earlier employers to get back his job, but they
would not give him a second chance. He had to quit his rented room, and sold the few things that he had. He would do some odd
jobs at the railway station or the bus terminus. One day, nearly two years ago, he was very hungry and did not have any money and
saw a young man selling newspapers. He asked him what he was selling and he told him about Guzara(an independent, non profit,
independent newspaper sold by the homeless and economically disadvantaged men and women of this metro city). Sunder singh
approached the office and started selling the newspaper. He did not make lot of money, but was good at saving it. He started saving
money for a warm jacket for next winter. He was reasonably happy; he had money to buy food, and no longer homeless and shared a
room with two others. One day, with his savings he bought a pair of second hand nike shoes from the flea market. Sunder singh is
not unique among low income consumers, especially in large cities, in wanting and buying nike shoes. Some experts believe that low
income consumers too want the same products and service that other consumer wants. The working poor are forced to spend a
disproportionate per cent of their income on food, housing, utilities and healthcare. They solely rely on public transportation, spend
very little on entertainment of any kind, and have no security of any kind. Their fight is mainly for day-to-day survival.
Answer the following question.
Q1. Give an overview of the case
Q2. Discuss about the plight of low income group people
case (20
Marks)
18. Winning firms nurture human capital, cherish customers and build mutually beneficial relationships with suppliers. They have
the abiliy to do better and better by making the right moves at right time. Companies such as Walmart, southwest airlines, FedEx,
Glaxo, intel have proved this beyond doubt again and again by delivering outstanding value to customers at a reasonable price. Sony
and APPle have endlessly identified new and surprising fields to enter—from the Walkman and Playstation to the iPod(iPad also)
and the iMac. Jeff Bezos at Amazon saw in 1994 that the internet could become a powerful platform vehicle for e-commerce and
that selling books online would work particularly well. Further down the line, Amazon concentrated consistently on changes that
would make it easier to buy books, from reviews and suggestions on other purchases to I-click ordering. Almost every change was
introduced keepingthe unique requirements of the customers in mind. Dell hs shown PC buyers that they do naot have to sacrifice
quality or state of the art technology to buy personal computers easily and inexpensively. In the mid-1980s, while Compaq focused
attention on making its PCs cheaper and faster than IBMs college student Michael Dell saw a chance to outdo both companies by
concentrating not on the product but on the delivery system. He realized that he could outsell others by eliminating middlemen.
Answer the following question.
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Q1. Give an overview of the case
Q2. What do the winning firms do?
case (20
Marks)
6. Shruti is a urbane woman. She is well educated and genteel. She is an officer in a national bank, and active in her club affairs and
community activities. Socialising is an important part of her life. She is a doer, interested in watching cricket, politics and current
affairs. Her life is hectic as she has a lot to do for home and office everyday. Still she often enjoys
Answer the following question.
Q1. What is your perception about shruti’s efficiency and effectiveness?
Q2. Are these types of customers easy or difficult to tackle?
case (20
Marks)
14. After the 1995 release of microsofts windows 95 multimedia operating system, every journalist started writing an obituary
column of apple inc and despite the best efforts of the then CEO Gil Amelio, the company was steadily moving towards bankruptcy.
When Steve jobs took over in 1976, not many people gave any chance to apple to survive the brutal competition in the personal
computer business. Steve did unleash many ruthless actions, that surprised many in the industry; in an attempt to put Apple back on
track. Steve cut all of the 15 desktop anmd portable models that apple was struggling to sell, back to one. He showed the door to
printers and peripherals. He cut development engineers. He cut software development. He cut distributors. He cut out virtually all
manufacturing, moving it offshore to Taiwan. This paved the way for reducing inventory by over 80 percent. Apple started selling
PCs through a new web store. Armed with the best operating system that he brought from NeXT, steve started serving customers
with a simplified product line through a limited set of outlets. Apple’s miraculous rise from the ashes, many researchers now
attribute to these well orchestrated, coordinated set of actions put in place by Steve in quick succession. Through Pixar, the ipod and
the iphone, steve revolutionised the major industries of movies, music and phones-creating and exploiting opportunities that came
along the way. A good strategy is a product of coherent design, the application of strength to capture most promising opportunity.
Answer the following question.
Q1. Give an overview of the case
Q2. How Steve changed the fortune of Apple?

 Human Resource Management
Case Studies
CASE STUDY (20
Marks)
The case study focuses on the HR problems faced by Honda Motor Cycle & Scooters India (HMSI). The case discusses the various
reasons which led to the dispute between the management and employees of HMSI. It elaborates the incidents, which led to the
strike at the company that resulted in HMSI workers being severely beaten up by the police. Labor strife and the management's
inability to deal with it effectively had resulted in huge losses for the company due to the fall in the production level at the plant. In
addition to this, the company also received a lot of negative publicity as newspapers and TV channels gave wide coverage to the
violence of the action. It highlights the growing number of instances of clashes between the employees and the management of
companies in India, which is often guided by external parties such as trade unions and political parties.
Answer the following question.
Q1. Give the factors that lead to labor unrest at a factory and the impact of such incidents on the employees and the
company
Q2. Explain HR policies adopted by organizations to prevent labor unrest at the workplace.
Q3. Analyze the role of external parties such as trade unions; political parties etc., in disturbing the working
environment in a company
CASE STUDY (20
Marks)
Recruitment has become an important process in the highly competitive labour market. The traditional methods of recruitment had
been revolutionized by the emergence of the Internet. e-Recruitment is the latest trend in the recruitment process and it has been
adopted in many organizations from large to small-sized companies. Many companies use e-Recruitment to post jobs and accept
resumes on the Internet, and correspond with the applicants by e-mail. The main success factors of e-Recruitment are the valueadded
services provided by the job sites, cost-effectiveness, speed, providing customized solutions, helping to establish relationships
with HR managers and facilitates brand building of the companies. Though there are many benefits to the employers and the job
seekers in e-Recruitment, it still has its own limitations and shortcomings. The case helps to analyze the pros and cons of e-
Recruitment and its increasing scope in the recruitment process of a company.
Answer the following question.
Q1. Compare the traditional recruitment process with e-Recruitment and also discuss the advantages and disadvantages
of e-Recruitment
Q2. Analyze the potential of e-Recruitment and the challenges faced by it.
CASE STUDY (20
Marks)
On July 24, 2008, two Muslim women filed a lawsuit against the world's largest fast food restaurant chain, McDonald's, its
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management company at Dearborn, Michigan, USA, and one of its managers, alleging that they had been discriminated against
during their job interviews because they were wearing the hijab. In the lawsuit filed in Wayne County Circuit Court, Michigan, the
women claimed that the discrimination had been going on for years and demanded US$10 million as compensation. The two women
Toi Whitfield (Whitfield) of Detroit, and Quiana Pugh (Pugh) of Dearborn alleged that the manager had told them that they would
not be considered for employment unless they removed their hijab. According to the women, Pugh had approached McDonald's for
an interview in July 2008, while Whitfield had her interview in November 2006.
Answer the following question.
Q1. Give an overview of the case.
Q2. Give your opinion on the discrimination of women, with full justifications
CASE STUDY (20
Marks)
Stress is a rising concern among employees, especially those belonging to the IT sector. It not only affects employees' health and
productivity but also hampers the financial health of the company. The IT and health ministers became concerned about the effect of
stress in the IT sector in India - which was detrimental to employee health and likely to wipe off a large amount of national income
in India. Stress had hampered the professional and personal life of the employees which necessitated the need for a work life balance
in the organizations. Infosys Technologies had initiated various programs for the work life balance of their employees. The
systematic approach toward work life balance would help employees to attain individual as well as organizational goals.
Answer the following question.
Q1. Discuss the impact of stress on employee health and productivity.
Q2. Debate on the importance of the initiatives taken by Infosys on work life balance and their impact.

 International Business
Answer the following question.
Q1. What are the functions of the distribution channels ? (10 marks)
Q2. Explain the types of data collected during marketing research. (10 marks)
Q3. Describe the functions of financial market. (10 marks)
Q4. Discuss the two modern theory of trade. (10 marks)
Q5. Write Short note on IBRD. (10 marks)
Q6. Write Short note on free trade & warehousing zones (FTWZ) (10 marks)
Q7. What are the objectives of IMF? (10 marks)
Q8. Explain theory of global competitiveness alignment (10 marks)

 Marketing Management
Answer the following question.
Q1.
R.K.Industries Ltd., intends to launch a new folding exercise cycle in Indian market. As a marketing manager which
steps would you like to take while launching this product? How will you conduct the test marketing for this product.
Make necessary Assumptions and justify your answer.
(10
marks)
Q2. “Ware – housing decision are growingly becoming more critical” . Discuss quoting examples (10
marks)
Q3. What is Price sensitivity? (10
marks)
Q4. A New brand of a ‘Tyre –that-Never –punctures’ is to be launched in India by a multinational company with your
advice about concept – testing and test - marketing Justify your contention
(10
marks)
Q5. Advertisement expenses are usually wasteful, with no guarantee of enhanced sales or higher loyalty from among the
target audience” .Do you agree with this statement ?Present your view – point.
(10
marks)
Q6. Define the term Marketing Mix. Explain the significance of appropriate marketing mix in the present competitive
environment. Cite examples to support your answer.
(10
marks)
Q7. Explain Warehousing and Inventory Decisions (10
marks)
Q8. Explain Psychological Pricing (10
marks)


 Marketing Management
Case Studies
CASE STUDY (20
Marks)
Ford Motors (Ford), one of the biggest manufacturers of automobiles in the US lost could not sustain its Lincoln brand due to
mismanagement. The company Concentrated more on its trucks division for profits and let its luxury car business slide. It faced
falling sales and profits due to a bloated product line, which was out of sync with the market. To get back to its former eminence,
Ford initiated the rebranding of its Lincoln luxury-car brand.
Answer the following question.
Q1. Explain the concepts of brand, brand image and brand loyalty in the context of Ford.
CASE STUDY (20
Marks)
Coca-Cola Company was universally recognized as a market leader in soft drinks with worldwide revenue of $23.1 billion and
presence in over 200 countries (2006). The Company manufactured beverage concentrates and syrups. The Coca-Cola Company
owned four of the world’s top five soft-drink brands, which included Coca-Cola, Diet Coke, Fanta and Sprite. In America, sales of
carbonated drinks declined a little in 2005 as government campaigns and media coverage raised concerns over obesity. Bottled teas
and nutrition-enhancers were big opportunities for Coca-Cola. Sales of bottled teas were growing steadily and nutrient drinks had a
market of about $1 billion by 2006. According to a study conducted by the National Center for Health Statistics, Americans opted
for a healthy alternative to their daily dose of energy instead of carbonated drinks. The study prompted Coca-Cola to go in for the
calorie burning Enviga. On 6th November, 2006, Coca-Cola along with Nestlé launched Enviga, a Nestea carbonated canned greentea
drink. Enviga burnt 60 to 100 calories per three 12-ounce cans in healthy adults aged between 18-35 years. For overweight
Americans, the release of Enviga was meant to bring good news. According to Coca-Cola, Enviga helped in reducing obesity. But
according to doctors green tea was unlikely to make anyone shrink, so the Center for Science in the Public Interest, an organization
that focuses on health and nutrition issues in US sued Coca-Cola and Nestle for their ad campaign of Enviga but the company had no
plans to change its claims. In the recent past Coca-Cola had already faced two soft-drink flops out of their four releases in the form
of Coca-Cola C2 and Vanilla Coke. What would Coca-Cola's strategy be with the new drink? Would it be able to make it a success
despite the initial controversy that surrounded it? Would consumers take to Enviga?
Answer the following question.
Q1. Discuss the trouble faced by Coca-Cola in 2005.
Q2. Debate Coca-Cola’s marketing strategies for Enviga and discuss whether Colca-Cola will succeed in its new
product.
CASE STUDY (20
Marks)
The Indian watch industry was in a state of flux and market leader 'Titan' had to gear up its marketing strategies to retain its brand
positioning. Titan as a brand had established itself for its style and choice of design. Titan's clear segmentation strategy had served it
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well and the challenge Titan faced was to combat the onslaught of popular international brands like Rado and Rolex. Would Titan be
able to match up by leveraging on its brand equity?
Answer the following question.
Q1. State the challenges faced by an Indian watch brand due to the entry of foreign players
Q2. Analyze the impact of brand equity for market sustenance.
CASE STUDY (20
Marks)
Nike, one of the leading brands of athletic footwear, apparel, equipment and accessories is Oregon, US based company. It company’s
50% of the revenue comes from international sales and it registers it presence in more than 160 countries. Nike owns 400 retail
outlets which operate domestically as well as internationally. Over the past few years Nike’s subsidiaries have been performing well
and as a part of the company’s growth strategy and to maintain its position in the market Nike started concentrating on its subsidiary
business in the year 2006. With the acquisition of the Starter the company also envisaged to setup itself in the value retail. The case
analyses the impact of Nike’s subsidiary brand on its core brand.
Answer the following question.
Q1. Discuss the segmentation, targeting and positioning strategies of core brands and subsidiary brands.
Q2. Give an overview of the case.


Operation Management
Case Studies
Case study (20
Marks)
A new phenomenon called ‘Apparel on Demand’ is slowly making its presence felt. It is an extension of JIT linking retailers and
manufacturers for a just-in-time responsiveness. Nair Clothing Inc., promoted by a young management graduate has recently
ventured into the business of making reasonably priced custom jeans for women. It has partnered with many stores selling women
garments. In the stores, women are electronically measured and information like colour, fabric, style, etc., are recorded. The
information reaches the Nair manufacturing facility at Ahmedabad almost immediately through a state-of-the-art information
system. Nair guarantees delivery of the custom jeans within 10 days. With the growing acceptance of jeans among the women in
India, especially in the urban areas, the market for women’s jeans is growing at a fast pace. Nair with its unique business model
hopes to garner a significant share of this market. The promoter of Nair along with her top executives is confident that their concept
of JIT jeans would work.
Answer the following question.
Q1. Do you think Nair’s strategy would work? Why or why not? What is the importance of retailers in its business
strategy?
Q2. Will customers wait for 10 days to have the jeans delivered? What can Nair do to compete on customer service if
delivery takes this much time?
Case study (20
Marks)
After the 1995 release of Microsoft’s windows 95 multimedia operating system, every journalist started writing an obituary column
of apple inc and despite the best efforts of the then CEO Gil Amelio, the company was steadily moving towards bankruptcy. When
Steve jobs took over in 1976, not many people gave any chance to apple to survive the brutal competition in the personal computer
business. Steve did unleash many ruthless actions that surprised many in the industry; in an attempt to put Apple back on track.
Steve cut all of the 15 desktop and portable models that apple was struggling to sell, back to one. He showed the door to printers and
peripherals. He cut development engineers. He cut software development. He cut distributors. He cut out virtually all manufacturing,
moving it offshore to Taiwan. This paved the way for reducing inventory by over 80 percent. Apple started selling PCs through a
new web store. Armed with the best operating system that he brought from NeXT, Steve started serving customers with a simplified
product line through a limited set of outlets. Apple’s miraculous rise from the ashes, many researchers now attribute to these wellorchestrated,
coordinated set of actions put in place by Steve in quick succession. Through Pixar, the iPod and the iPhone, Steve
revolutionized the major industries of movies, music and phones-creating and exploiting opportunities that came along the way. A
good strategy is a product of coherent design, the application of strength to capture most promising opportunity.
Answer the following question.
Q1. Give an overview of the case
Q2. Discuss the strategy used by Steve to capture the opportunity?
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Case study (20
Marks)
The demand for a product generally tends to follow a predictable pattern called the PLC. Product life cycle has been defined as an
attempt to recognize different distinct stages in the sales history of the product and a generalized model of sales and profit trends for
a product class or category over a period of time” The various stages are introduction, growth, maturity saturation and decline.
Answer the following question.
Q1. Explain the introduction stage in brief.
Q2. Explain the maturity stage in brief.
Case study (20
Marks)
Finland-based Nokia Corporation (Nokia) is the world's leading manufacturer of mobile devices. Analysts attributed Nokia's success
to its supply chain management practices. The company had an integrated supply chain which inter-linked suppliers, manufacturing
plants, contract manufacturers, sales, logistics service providers, and the consumers. It entered into a long-term relationship with its
suppliers and also supported them in improving their processes, which in turn helped the company. Nokia was able to keep its costs
low because of its efficient manufacturing systems and processes. The company adopted a hybrid manufacturing system which was a
combination of in-house manufacturing and outsourcing. It also adopted the Smart manufacturing technique so as to enhance the
competitiveness of its manufacturing facilities Nokia comprised three business groups - Devices, Services, and Markets. These three
groups were supported by the Corporate Development Office. The Devices division developed and managed Nokia's mobile device
portfolio, including the sourcing of components... The company had a wide distribution network which helped it to effectively reach
the end customers. Nokia has unique supply chain management practices. Despite the impact of global economic slowdown on
Nokia's revenues and profitability, the company made its supply chain efficient to counter the impact of reduced demand of mobile
handsets.
Answer the following question.
Q1. Discuss the importance of efficient supply chain management practices in the success of any business.
Q2. Explain the operations of the supply chain management practices at Nokia.
Q3. Appreciate the need for a customized supply chain while operating in different countries.
Q4. Analyze the challenges faced by Nokia in the near future.




 Operations Management
Total Marks: 80
Note : All Questions are Compulsory
Each Question Carries Equal Marks 10 Marks
1. What is continuous improvement (CI)? What are the major tools for this philosophy?
2. What is the logic of Taguchi methods?
3. Describe briefly the steps to develop a forecasting system.
4. Regression and correlation are both termed “causal” methods of forecasting. Explain how they are similar in this respect and also how they are different.
5. Define the terms “Qualitative Methods”, “Trend Analysis Method (Time Series Method), and “Causal Forecast”. Describe the uses of them.
6. What do you see as the main problem with qualitative (judgmental) forecasts? Are they ever better than “objective” methods?
7. Describe total quality management (TQM).
8. Explain the process of collaborative planning? How is available to promise involved?


Principles and Practice of Management
Case Studies
Case (20
Marks)
This case is about the organization development (OD) initiatives undertaken at Whirlpool Corporation (Whirlpool) to create a new
core competency in the form of building an innovation culture within the organization. In the late 1990s, Whirlpool was faced with
stagnation in revenues, profits, and market share. According to analysts, this was a direct result of the stagnation in its product line
due to the lack of innovative products. Whirlpool used the services of Strategos, a consultancy firm, to develop I-consultants and
various I-mentors from within the organization, to form a coaching network to coach/mentor the employees and help them develop
an innovation mindset. The case discusses the various steps initiated by the top management at Whirlpool to bring about a change in
the company's corporate culture and embed innovation as a core competency. Analysts felt that these efforts had borne fruit, judging
by the consistent growth in Whirlpool's revenues since 2002.
Answer the following question.
Q1. Explain the issues and challenges faced by a company in bringing about a change in organization culture.
Q2. Give the role of the senior management in culture change initiatives.
Q3. Explain the importance of coaching/mentoring in changing the organizational culture and creating a core
competency.
Q4. List out the uses of IT for Knowledge Management and Innovation management.
Case (20
Marks)
The Marketing manager of AMK Enterprises, Roopali Deshmukh (Deshmukh) stepped out of the conference hall in a pensive mood
after an important meeting called by the CEO. The meeting was attended by the heads of various departments in the company and
was convened to discuss the targets for the coming assessment year. Deshmukh had a formidable sales target to achieve and
wondered how she would be able to meet those seemingly impossible goals. This fear was further aggravated by the fact that the
productivity levels of employees in the company had been falling. Deshmukh was under tremendous pressure from the management
to improve the performance of her team. She also had to deal with the decreasing levels of employees’ morale in her 24-member
team. As a first step, Deshmukh informed her team members about a meeting that she planned to hold the next day. She then drafted
a plan of action that she intended to discuss with her team. The next day, Deshmukh began the meeting by informing her team
members about the corporate meeting she had attended. She then said, “We have a difficult task ahead for this year, and your
participation and involvement is essential to achieve the goals”. She then invited suggestions from her team members regarding the
role to be played by each of them. The meeting then progressed on to setting of individual targets for by each team member as, it was
felt that this would help in accomplishing the organizational goals. Specific goals were, therefore, set and agreed upon by all the
team members. The team aimed to increase the organizational profits by 18% over the next six months. They sketched out a plan of
action to achieve the targets set for the team and decided that they would meet once every two months to monitor their progress. Two
months later, the team met again and received their progress. Deshmukh also gave a feedback on the performance of every member
of the team. The team then collectively identified the areas of improvement and decided upon the measures they would take to
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overcome their deficiencies. This continued for the rest of the year. The final review meeting was held just before the yearly
corporate meeting attended by the top management. The team was surprised to see that they had achieved their targets. Thus,
effective planning and control mechanisms helped the team achieve their short term goals, and this in turn, helped in the
achievement of the organizational objectives. Besides, the employees were also motivated as the management gave adequate
recognition to their involvement and participation in achieving team goals. The target to be achieved by the team was highly
challenging. This further motivated the team members as they had better opportunities to prove their problems solving skills. Thus,
the outstanding performance of the sales team helped the organization achieve in the long term.
Answer the following question.
Q1. Roopali Deshmukh followed the practice of management by objectives (MBO) while setting goals for team
members. Discuss the various phases of the MBO process that helped her team achieve its goals.
Q2. Explain briefly the process of MBO and the various advantages of implementing MBO in organizations
Case (20
Marks)
This case talks about the environmental vs development issue that cropped up following the proposal by the government of the south
Indian state of Telangana to cut down thousands of trees in KBR Park located in the city of Hyderabad to lay new roads that would
ease traffic in the area. The civic body of the city, Greater Hyderabad Municipal Corporation (GHMC), with the intention of easing
traffic snarls in Hyderabad, had taken up an ambitious project to construct flyovers at 54 junctions as a part of the Strategic Road
Development Project (SRDP). Of these, six flyovers were to be constructed around KBR Park. On May 2, 2016, the National Green
Tribunal (NGT), set up by the Government of India on October 18, 2010, under the Green Tribunal Act 2010 to handle cases
involving environmental issues, directed the municipal commissioner of the south Indian city of Hyderabad to withdraw the decision
to cut down thousands of trees in the iconic Kasu Brahmananda Reddy (KBR) national park, Hyderabad, as a part of the Strategic
Road Development Project (SRDP) GHMC proposed to axe thousands of trees as a part of the SRDP. KBR Park had a lot historical
significance and the people of Hyderabad were sentimentally attached to it. The decision taken by the State Government to cut down
the trees in the name of development, therefore, met with a lot of opposition. The National Green Tribunal (NGT) and the State High
court supported the people of Hyderabad by stopping the State Government from cutting down trees around KBR Park till further
hearing. However, the State Government was still confident about getting stay orders vacated by presenting the benefits that were
expected from the construction of the flyovers around KBR Park and by planting hundreds of trees as compensation. This issue once
again brought to the fore the dilemma faced by the urban planners in developing cities in a sustainable manner.
Answer the following question.
Q1. Discuss Sustainable Development.
Q2. Debate the decision taken by the state Govt. and give your opinion with justification.
Case (20
Marks)
Ajay Sharma is manager -SU4, i.e. Sub Unit 4 and is direct uncharged of around forty five workers and ten supervisory staff. The
company is ISO9002 certificate holder and the policy clearly spells out objectives for all levels of employees. For the next two years.
Each unit has its own production target and any deviation from these targets is reflected in weekly reports prepared by head of units.
Ajay however is worried about his unit. Since he joined this new position to weeks ago, he has observed the functioning of the
workers and made notes on how they work. Out of 10 supervisors, only 2 of them have been recruited directly. But all the workers
show no difference of attitudes for direct supervisors. Ajay realized that his sub unit has defaulted on five occasions to meet the
target in the last 3 months. He emphasized the need to tackle this issue urgently. During his observations, Ajay noticed that a certain
supervisor, Chander Pal is most vocal and is seen discussing all issues with everybody in free time and is doing his a work very
efficiently. Ajay in a formal discussion with all his 10 supervisors raised the issue of failing to meet the weekly targets. He proposed
to form 3 work groups within the sub unit, who will be responsible for meeting weekly production targets and also for maintaining
performance ratings for individual workers. He suggested that Chander Pal should be the leader of these groups. He also made it
clear that there was no provision for performance related compensation or incentives. But based on the performance monitoring, we
will select a ‘Performer of SU-4’ on weekly basis. Ajay entrusted the following 3 major responsibilities to the groups. (a) Create
awareness on production target and quality. (b) Check the production achieved as against the targets on daily basis. (c) Monitor
individual performance.
Answer the following question.
Q1. Discuss Ajay’s approach to the situation
Q2. Why Ajay has chosen Chander Pal as leader of group? Discuss the role of a group leader.
Q3. Whether the groups formed will show immediate results or not. Explain.
Q4. Debate the likely differences in departmental promoted and directly recruited supervisors.