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Principles
and Practice of Management
1200
words
Case (20 Marks)
MAM
(Meetings, Agenda, and Minutes) is the hallmark of all business activity. The
objective of all businesses is growth and success. In order to achieve success
and projected growth, the organization should have a vision, translate the
vision into an objective, accord a proper direction to achieve the objective,
generate ideas, and decide on a course of action, decide the budgets, get
proper approvals, and above all, translate all the oral or verbal transactions
into recorded documents. Meetings are the simplest means of bringing together
people in the organization and discussing the situation or the problem at hand.
Meetings have to be conducted in an orderly manner to meet the stated objective
and ensure that the team spirit is sustained. They have to be conducted within
a fixed time frame. Disorderly meetings result in a lot of time being wasted.
Apart from that, the participants come out of it with a lot of dissatisfaction
and dissonance.
Answer
the following question.
Q1. Discuss the MAM (Meetings, Agenda,
Minutes) and its importance.
Q2.
What are the procedures and protocols for formal business meetings?
Q3.
Prepare the agenda for a sales conference/ product launch, assuming the various
relevant points
Q4.
Prepare the minutes of meeting held on a sales conference/ product launch
showing resolutions.
Case (20 Marks)
The
banking sector is still reeling under the impact. The new American Bank has
been in India for the past twenty years with branches in metropolitan of the
recent economic crisis cities. The bank can boast of various innovations in the
field of consumer banking. Their customer service and finance divisions have
been the best of all foreign banks. But the business going through a bad phase
from last two years. The vice president asked Mahesh Rao, to draw together a
small group to examine and recommend improvement in the current structure and
managerial practices within the bank. Though Mahesh was, as manager, training
and development, at a lower level then GMs and directors, the VP trusted his
abilities to handle the training and improvements. In the month’s time Mahesh
reported back with a plan for management training base on job structures. The
plan was based on key performance areas identified for various levels and
consisted of inhouse and external programs. All development programs covered
the key areas, which directly affect the performance and development of
specific levels of manager. One hundred and twenty managers were earmarked to
attend two three programs depending upon the analysis done by Mahesh. Over the
next four months, almost 80% of the managers attended programs on managerial
skill and on their specific area of work. By the end of these four months, most
senior managers indicated that improvement in work place is visible. Most of
the trainers themselves reacted positively to the training program.
Answer
the following question.
Q1.
Agreement between boss and subordinates regarding their goals is vital for the
success of Management by objectives. Comment.
Q2.
What benefits can you expect from the training program based upon MBO.
Case (20 Marks)
Infosys
Ltd., (Infosys), the Indiabased multinational Indian software company, was
founded in 1981. One of the seven founders, Narayana Murthy (Murthy), retired
as Chairman in 2011. After his retirement, Infosys experienced slower growth
than its peers in the Indian InfoTech industry The case is about Vishal Sikka,
CEO of Indian software company Infosys, his background, his beliefs, and the
steps he took to revive Infosys within a year of his joining the company. The
case first discusses why he was selected for the post of CEO during the
leadership crisis at Infosys. It then describes the views of different experts
on Sikka’s leadership style and personality. The case discusses the ways and
means that Sikka adopted to communicate with stakeholders along with the
several initiatives he took to revive Infosys. In a letter to all Infosys
employees, Sikka praised their talent and said, “I’ve met so many talented
people amongst you. Your enthusiasm to learn and create new ways of working is
amazing.” At the same time, he also mentioned the need for improvement and
transition. He said, “The task before us now is to lay out the way forward. We
must continually get better at everything that we do today without disrupting
the foundation that has got us to where we are.” He also showcased his
commitment to improving the effectiveness of the workforce and working closely
with them. He said, “By laying greater emphasis on improving our ability to
learn and to identify opportunities of the future, we will build a sustainable
business.” In a facetoface with the media, Sikka said, “I am told Info scions
have lost the cando spirit. I will bring it back.”
Answer
the following question.
Q1.
Discuss Vishal Sikka’s leadership styles. Q2. Explain the various leadership
styles.
Case
(20 Marks)
The
case discusses US based SC Johnson's involvement in designing and testing the
Base of Pyramid (BOP) protocol. Since its inception, the company had initiated
several corporate social responsibility initiatives for the benefit of its
employees, environment and the communities in which it operated. When BOP
protocol was launched in the year 2004, SC Johnson proactively extended its
support to the protocol. In order to test the protocol, a team was sent by SC
Johnson to Kenya to create mutual value for the company and the communities.
The team went about testing the protocol in three stages and established a new
channel to market SC Johnson's products to the BOP consumers. The company also
worked with the Pyrethrum farmers in Kenya to Find a sustainable source of
natural pyrethrum. The success in a few of the BOP ventures led SC Johnson
Lunch new products targeted specifically at BOP consumers.
Answer
the following question.
Q1.
Discuss the concept of BOP (Base of Pyramid).
Q2.
Examine the needs of consumers at BOP.
Q3.
Analyze Johnson’s efforts towards creating mutual value for the company and the
communities in which it operated.
Q4.
Evaluate sustainable business opportunities for MNCs in the BOP markets.
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
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