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Xaviers Institute
of Business Management Studies
Principles & Practice of Management
Marks - 80
(Please attempt any 4 of the below
mentioned case studies. Each Case study is for 20 marks)
Read the following case and answer the questions given at the end of the
case.
LOSING A GOOD MAN
Sundar Steel Limited was a medium-sized steel company manufacturing
special steels of various types and grades. It employed 5,000 workers and 450
executives.
Under the General Manager operation, maintenance, and headed by a chief.
The Chief of and under him Mukherjee Maintenance Engineer. The total was 500
workers, 25 executives, (Production), there were services groups, each
Maintenance was Shukla was working as the strength of Maintenance and 50
supervisors.
Chatterjee was working in Maintenance as a worker for three years. He
was efficient. He had initiative and drive. He performed his duties in a near
perfect manner. He was a man of proven technical ability with utmost drive and
dash. He was promoted as Supervisor. Chattejee, now a Supervisor, was one day
passing through the Maintenance Shop on his routine inspection. He found a
certain worker sitting idle. He pulled him up for this. The worker retaliated
by abusing him with filthy words. With a grim face and utter frustration,
Chatterjee reported the matter to Mukherjee. The worker who insulted Chatterjee
was a "notorious character" , and no supervisor dared to confront
him. Mukherjee took a serious view of the incident and served a strong warning
letter to the worker. Nothing very particular about Chatterjee or from him came
to the knowledge of Mukherjee. Things were moving smoothly. Chatterjee was
getting along well with others But after about three years, another serious
incident took place. A worker came drunk to duty, began playing cards, and
using very filthy language. When Chatterjee strongly objected to this, the
worker got up and slapped Chatterjee. Later, the worker went to his union - and
reported that Chatterjee had assaulted him while he was performing his duties.
Chatterjee had no idea that the situation would take such a turn. He,
therefore, never bothered to report the matter to his boss or collect evidence
in support of his case.
The union took the case to Shukla and prevailed over him to take stern
action against Chatterjee. Shukla instructed Mukherjee to demote Chatterjee to
the rank of a worker. Mukherjee expressed his apprehension that in such a case
Chatterjee will be of no use to the department, and. the demotion would
adversely affect the morale of all sincere and efficient supervisors. But
Chatterjee was demoted.
Chatterjee continued working in the organisation with all his
efficiency, competence, and ability for two months. Then he resigned stating
that he had secured better employment elsewhere. Mukherjee was perturbed at
this turn of events. While placing Chatterjee's resignation letter before
Shukla, he expressed deep concern at this development.
Shukla called Chief of Personnel for advice on this delicate issue. The
Chief of Personnel said, "l think the incident should help us to
appreciate the essential qualification required for a successful supervisor. An
honest and hardworking man need not necessarily prove to be an effective
supervisor. Something more is required for this as he has to get things done
rather than do himself." Mukherjee said, "l have a high opinion of
Chatterjee. He proved his technical competence and was sincere at his work.
Given some guidance on how to deal, with the type of persons he had to work
with, the sad situation could h.ave been avoided." Shukla said, "l am
really sorry to lose Chatterjee, He was very honest and painstaking in his
work. But I do not know how I could have helped him; I wonder how he always managed
to get into trouble with workers. we know they are illiterates and some of them
are tough. But a supervisor must have the ability and presence of mind to deal
with such men. I have numerous supervisors, but I never had to teach anybody
how to supervise his men."
Questions:
(a) Identify the problems in this case.
(b) Do you think the decision taken by shukla is in keeping with the
faith, trust and creating developmental climate in the organisation? Critically
evaluate
(c) How would you help in improving rough and tough behavior of employees?
Read the following case and answer the questions given at the end.
ABC manufacturing
The ABC Manufacturing Company is a metal working plant under the
direction of a plant manager who is known as a strict disciplinarian. One day a
foreman noticed Bhola, one of the workers, at the time-clock punching out two
cards his own and the card of Nathu, a fellow worker. Since it was the rule of
the company that each man must punch out his own card, the foreman asked Bhola
to accompany him to the Personnel Director, who interpreted the incident as a
direct violation of a rule and gave immediate notice of discharge to both
workers. The two workers came to see the Personnel Director on the following
day. Nathu claimed innocence on the ground that he had not asked for his card
to be punched and did not know at the time that it was being punched. He had
been offered a ride by a friend who had already punched out and who could not
wait for him to go through the punch-out procedure. Nathu was worried about his
wife who was ill at home and was anxious to reach home as quickly as possible.
He planned to take his card to the foreman the next morning for reinstatement,
a provision sometimes exercised in such cases. These circumstances were
verified by Bhola. He claimed that he had punched Nathu's card the same time he
punched his own, not being conscious of any wrongdoing.
The Personnel Director was inclined to believe the story of the two men
but did not feel he could reverse the action taken. He recognized that these
men were good workers and had good records prior to this incident.
Nevertheless, they had violated a rule for which the penalty was immediate
discharge. He also reminded them that it was the policy of the company to
enforce the rules without exception.
A few days later the Personnel Director, the Plant Manager, and the
Sales Manager sat together at lunch. The Sales Manager reported that he was
faced with the necessity of notifying one of their best customers that his
order must be delayed because of the liability of one department to conform to
schedule. The department in question was the one from which the two workers had
been discharged. Not only had it been impossible to replace these men to date,
but disgruntlement over the incident had led to significant decline in the
cooperation of the other workers. The Personnel Director and the Sales Manager
took the position that the discha rge of these two valuable men could have been
avoided if there had been provision for onsidering the circumstances of the
case. They pointed out that the incident was costly to the company in the
possible loss of a customer, in the dissatisfaction within the employee group,
and in the time and money that would be involved in recruiting and training
replacements. The Plant Manager could not agree with this point of view.
"We must have rules if we are to have efficiency; and the rules are no god
unless we enforce them. Furthermore, if we start considering all these
variations in circumstances, we will find ourselves loaded down with everybody
thinking he is an exception." He admitted that the grievances were
frequent but countered with the point that they could be of little consequence
if the contract agreed to by the union was followed to the letter.
Questions
(a) Identify the core issues in the case
(b) Place yourself in the position of the Personnel Director. Which of
the following courses of action would you have chosen and why?
(i) Would you have discharged both men?
(ii) Would you have discharged Bhola only?
(iii) Would you have discharged Nathu only?
(iv) Would you have discharged neither of them? Justify your choice of decision.
(c) What policy and procedural changes would you recommend for handling such cases in future?
(ii) Would you have discharged Bhola only?
(iii) Would you have discharged Nathu only?
(iv) Would you have discharged neither of them? Justify your choice of decision.
(c) What policy and procedural changes would you recommend for handling such cases in future?
Read the case and answer the questions given at the end of the case.
PK Mills
PK Mills manufactures woolen clothes. Over the years, it has earned an
envious reputation in the market. People associate PK Mills with high quality
woolen garments. Most of the existing employees have joined the company long
back and are nearing retirement stage. The process of replacing these old
employees with younger ones, drawn from the nearby areas, has already begun.
Recently, the quality of the garments has deteriorated considerably. Though the
company employs the best material that is available, the workmanship has gone
down. Consequently, the company has lost its customers in the surrounding areas
to a great extent. The company stands, in the eyes of general public,
depreciated and devalued. The production manager, in a frantic bid to recover
lost ground, held several meetings with his staff but all in vain. The problem,
of course, has its roots in the production department itself. The young workers
have started resisting the bureaucratic rules and regulations vehemently. The
hatred against regimentation and tight control is total. The old workers, on
the verge of retirement, say that conditions have changed considerably in
recent years. In. The days gone by, they say, they were guided by a process of
self-control in place of bureaucratic control. Each worker did his work
diligently and honestly under the old set-up. In an attempt to restructure the
organizational set-up, the managers who have been appointed afterwards brought
about radical changes. Workers under the new contract had very little freedom
in the workplace. They are expected to bend their will to rules and
regulations. Witnessing the difference between the two 'cultures' the young
workers, naturally, began to oppose the regulatory mechanism devised by top
management. The pent-up feelings of frustration and resentment against
management, like a gathering storm, have resulted in volcanic eruptions leading
to violent arguments between young workers and foremen on the shop-floor. In
the process production has suffered, both quantitatively and qualitatively. The
production manager in an attempt to weather out the storm, is seriously
thinking of bringing about a radical change in the control process that is
prevailing now in the organization.
Questions:
(a) What are the core issues the case?
(b) Do you agree with the statement "The problem, of course, has
its roots in the production department itself”? Reason out your stand.
(c) Critically evaluate the finding that old supervisors complain and
new workers to resist any type of control.
(d) What type of control system would you suggest to the company to
improve the production?
The AB Steel Plant
The Vice President for Production at the AB Steel Plant was giving the
Production Department Manager, Mr. Singh, a hard time for not doing anything
about his work group which was perpetually coming late to work and was behind
schedule in the performance quotas for several months now. The vice President's
contention was that if the production' crew was consistently tardy, the
production process was delayed by about 15 minutes on an average per member per
day, and this was no way for the department to meet the assigned quotas.
"They are losing about 6 to 8 hours of production time per member per
month, and you don't seem one bit concerned about it," he yelled at the
manager. He added that he was pretty upset about the 'lax management style' of
the manager and very clearly stated that unless the manager did something about
the tardiness problem, another manager who can manage the crew effectively'
will have to be found.
Mr. Singh knows that he has an able and good group of workers but he
also realizes that they are bored with their work and do not have enough
incentives to meet the production quotas. Hence, they seem to respond to the
situation by taking it easy and coming late to work by a few minutes every day.
Mr. Singh has also noticed that they were taking turns leaving the workplace a
few minutes early in the evenings. Even though Singh was aware of this, entire he
pretended not to notice the irregularities and was satisfied that once the
workers started their work, they were pretty good at their jobs and often
helped to meet rush orders whenever they knew that Mr. Singh was in a bind.
Questions:
(a) What do you think is the real, problem in this case?
(b) How do you perceive the stand of Mr. Singh? Analyze critically.
(c) What intervention should Mr. Singh use to rectify the type, of
situation he is presently confronted with? Discuss giving the reasons.
(d) Discuss the implications of effecting them with your
recommendations.
Dealing with an Employee’s Problem
Ms. Renu had graduated with a degree in foreign languages. As the child
of a military family, she had visited many parts of the world and had travelled
extensively in Europe. Despite these broadening experiences, she had never
given much thought to a career until her recent divorce.
Needing to provide her own income, Ms. Renu began to look for work.
After a fairly intense but unsuccessful search for a job related to her foreign
language degree, she began to evaluate her other skills. She had become a
proficient typist in college and decided to look into secretarial work.
Although she still wanted a career utilizing her foreign language skills, she
felt that the immediate financial pressures would be eased in a temporary
secretarial position.
Within a short period fo time, she was hired as a clerk/typist in a
typical pool at Life Insurance Company. Six months later, she became the top
typist in the pool and and was assigned as secretary to Mrs. Khan' manager of
marketing research. She was pleased to get out of the pool and to get a job
that had more variety in the tasks to perform. Besides, she also got a nice
raise in pay.
Everything seemed to proceed well for the next nine months. Mrs. Khan
was pleased with Renu's work, and she seemed happy with her work. Renu applied
for a few other more professional jobs in other areas during this time.
However, each time her application was rejected for lack of related education
and/or experience in the area.
Over the next few months, Khan noticed changes in Renu. She did not
always dress as neatly as she had in the past, she was occasionally late for
work, some of her lunches extended to two hours, and most of her productive
work was done in the morning hours. Khan did not wish to say anything because
Renu had been doing an excellent job and her job tasks still were being
accomplished on time. However, Renu's job behavior continued to worsen. She
began to be absent frequently on Mondays or Fridays. The two-hour lunch periods
became standard, and her work performance began to deteriorate. In addition,
Khan began to suspect that Renu was drinking heavily, due to her appearance
some mornings and behavior after two-hour lunches.
Khan decided that she must confront Renu with the problem. However, she
wanted to find a way to held her without losing a valuable employee. Before she
could set up a meeting, Renu burst through her floor after lunch one day and said:
"I want to talk to you Mrs. Khan"
"That's fine," Khan replied. "Shall we set a convenient
time?"
"No! I want to talk now."
"OK, why don't you sit down and let's talk?"
Khan noticed that Renu was slurring her words slightly and she was not
too steady.
"Mrs. Khan, I need some vacation time."
"I'm sure we can work that out. You've been with company for over a
year and have two weeks’ vacation coming."
"No, you don't understand. I want to start it tomorrow."
"But, Renu, we need to plan to get a temporary replacement. We
can't just let your job go for two weeks".
"Why not? Anyway anyone with an IQ above 50 can do my job. Besides,
I need the time off. "
"Renu, are you sure you are all right ?"
"Yes, I just need some time away from the job."
Khan decided to let Renu have the vacation, which would allow her some
time to decide what to do about the situation.
Khan thought about the situation the next couple of days. It was
possible that Renu was an alcoholic.
However, she also seemed to have a negative reaction to her job. Maybe
Renu was bored with her job. She did not have the experience or job skills to
move to a different type of job at present. Khan decided to meet with the
Personnel Manager and get some help developing her options to deal with Renu's
problem.
Questions:
(a) What is the problem in your opinion? Elaborate.
(b) How would you explain the behavior of Renu and Mrs. Khan? Did Mrs.
Khan handle the situation timely and properly?
(c) Assume that you are the Personnel Manager. What are the alternatives
available with Mrs. Khan?
(d) What do you consider the best alternative? Why?
Xaviers
Institute of Business Management Studies
SHIPPING
MANAGEMENT
Maximum
marks: 80
PART A — (2 ´
10 = 20 marks)
Answer any TWO questions.
1.
What is turnaround time?
2.
List out the elements of dock safety.
3.
What is meant by intermodal connectivity of
ports?
4.
What are performance indicators? Give
examples.
5.
Explain briefly about ISPS code.
PART B — (4 ´
15 = 60 marks)
Answer any FOUR questions.
6.
Explain the factors affecting development
of a port.
7.
Explain the functions of stakeholders of a
port.
8.
Outline the factors affecting terminal
productivity.
9.
Explain in detail about green field
projects.
10. Outline
the various features of container terminal.
11. Outline
the environmental issues connected with ports.
12. Explain
in detail why inland waterways need to be developed for sustainable economic
development.
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