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Organizational
Behavior
Introduction:
XYZ An Organizational Perspective (20 Marks)
The PreOD
Scenario: Our Strengths and Areas of Concern In the years 199091 XYZ had grown
into the largest Indian HARDWARE company with revenues of over Rs. 1100 crores
and racing towards achieving its vision of being global top ten. As pioneers in
the industry, XYZ’s strengths included on time delivery, premier position in
the industry in terms of revenues, focus on training programs, quality
initiatives, use of good technical tools and procedures and encouragement of
individual excellence in performance.However, XYZ’s was also, at that point in
time, grappling with a few areas of concern with regard to its operational
paradigm. Mounting revenue pressures: The pressure to retain its strong premier
position led the organization to tend towards shortterm revenues, and
relatively lesser efforts were being put into medium and longterm markets and
activities (such as products and building up knowledge). Though XYZ’s built
relationships with individual customers, Relationship Managers largely tended
to focus on obtaining shortterm projects – there was lesser investment on
aligning to longterm objectives of customers. The approach, by and large, was
of reactive project management and we were yet to espouse the approach of
architecting proactive solutions for the customer. Selectivity in projects:
There was a tangible tension at, XYZ’s between generating revenues and
organizing strategically, on basis of technology and business areas, impacting
selectivity in projects accepted. Pressures from customers on schedules was
resulting in faster delivery and hence, snowballing into further pressure on
future schedules. Focus on specialization: There was diffusion of expertise and
we were yet to focus on building strategic expertise in individual centers.
Employees were rotated across domains and skills in the interest of learn
ability as well as for meeting requirements. In a sense, there was heightened
focus on Voice of the Customer, in comparison to the Voice of Employee. Efforts
on Experimentation & Innovation: The management at XYZ’s felt that by and
large, employees tended to go straight by the book. Though Dr. De Bono’s
techniques were introduced and employees trained on these techniques to
encourage innovation, there was a need to scale up on perceived rewards for
experimentation. Rewards and Recognitions: The reward structure at XYZ’s was,
at this point in time, primarily focused on individual performance and we were
yet to explore the institutionalization of team based rewards at the
organizational level. Inter group coordination & knowledge sharing:
Sharing of knowledge was very centreoriented, and although, informally, best
practices spread by interaction and word of mouth, we were yet to evolve a
formal system which would capture these for ease of replication across
projects. Multiple centers and multiple projects within the same centre ended
up resolving the same sort of issues, resulting in avoidable rework. Branding
and PR: Image building endeavors were not yet an area of focus and, in a subtle
way, this affected the sense of pride of employees. Among educational
institutions, this meant greater difficulty in terms of attracting quality
talent, which further aggravated stress among the few key performers in the
organization. By the year 2002, management felt the conscious need to bring in
changes in our 3 | P a g e approach to the aforementioned areas, in order to
align more closely with the customer, business and market requirements at an
organizational level.
Answer
the following question.
Q1.
List the various reasons in Organization xyz , which lead to its development?
Q2. If the organization had not invested in
its employee, would they have developed?
Q3.
Site few examples of Indian companies, similar to XYZ mentioned above?
Q4.
What would have been the drawback of the XYZ Company prior to 1991?
Case (20 Marks)
Dolly
Daleja continued to drum her fingers on her desk. She had a real problem and
wasn’t sure what to do next. She had a lot of confidence in Sunny Master, but
she suspected she was about the last person in the office who did. Perhaps if
she ran through the entire story again in her mind she would see the solution.
Dolly Raheja had been distribution manager for Raheja Industries for almost
twenty years. An early brush with the law and a short stay in prison had made
her realize the importance of honesty and hard work. Raheja had given her a
chance despite her record, and Dolly Raheja had made the most of it. She now
was one of the most respected managers in the company. Few people knew her
background. Dolly Raheja had hired Sunny Master fresh out of prison six months
ago. Dolly Raheja understood how Sunny Master felt when Sunny Master tried to
explain his past and asked for another chance. Dolly Raheja decided to give him
that chance just as Henry Raheja had given her one. Sunny Master eagerly
accepted a job on the loading docks and could soon load a truck as fast as
anyone in the crew. Things had gone well at first. Everyone seemed to like
Jack, and he made several new friends. Dolly Raheja had been vaguely disturbed
about two months ago, however, when another dock worker reported his wallet
missing. She confronted Sunny Master about this and was reassured when Sunny
Master understood her concern and earnestly but calmly asserted his innocence.
Dolly Raheja was especially relieved when the wallet was found a few days
later. The events of last week, however, had caused serious trouble. First, a
new personnel clerk had come across records about Jack’s past while updating
employee files. Assuming that the information was common knowledge, the clerk
had mentioned to several employees what a good thing it was to give exconvicts
like Sunny Master a chance. The next day, someone in bookkeeping discovered
some money missing from petty cash. Another worker claimed to have seen Sunny
Master in the area around the office strongbox, which was open during working
hours, earlier that same day. Most people assumed Sunny Master was the thief.
Even the worker whose wallet had been misplaced suggested that perhaps Sunny
Master had indeed stolen it but had returned it when questioned. Several
employees had approached Dolly Raheja and requested that Sunny Master be fired.
To her dismay, Dolly Raheja found that rethinking the story did little to solve
his problem. Should she fire Sunny Master? The evidence, of course, was purely
circumstantial, yet everybody else seemed to see things quite clearly. Dolly
Raheja feared that if she did not fire him, she would lose everyone’s trust and
that some people might even begin to question her own motives.
Answer
the following question.
Q1.
Explain the events in this case in terms of perception and attitudes. Does
personality play a role?
Q2.
What should Dolly Raheja do?
Q3.
Should she fire Sunny Master or give him another chance? Explain your answer
with reasons.
Q4.
Explain the differing perceptions at Raheja Industries?
CASE (20 Marks)
Tata
Cummins Limited (TCL) is a 5050 joint venture between Tata Motors and Cummins
Engine Co., Inc., USA. Tata Motors is the largest manufacturer of commercial
vehicles in India, and Cummins Engine Co. is the largest 200+ HP diesel engine
manufacturer in the world. The Joint Venture was incorporated in October 1993
and commercial production commenced on January 1, 1996. The vision of TCL is to
be widely acknowledged and benchmarked as one of the best companies in the
world. The company, thus, abides by the following core values: Care for
customers Obsession for quality Care deeply about people Do what's right and
not what's convenient Guarantee product leadership Responsible citizenship
Relentless improvement TCL is a QS 9000 company. TCL Jamshedpur boasts of stateoftheart,
fully airconditioned diesel engine plant, with a computerized Building
Management System for safety and energy conservation. The plant has five major
components manufacturing lines for Cylinder Block, Cylinder Head, Connecting
Rod, Crankshaft & Camshaft, with the best measuring and gauging instruments
to assure Consistent Quality. TCL has very strong systems and IT infrastructure
for controlling and facilitating its operations. To further increase overall
efficiency and visibility of information, Oracle Applications and a webbased
Supply Chain Management System have been implemented in June 2000. Products The
low emission Diesel Engines manufactured by Tata Cummins are for use in a new
generation of Tata Motors Ltd's Medium and Heavy Commercial Vehicles. The
engines conform to EUROI, EUROII & EUROIII standards for emissions. The
78 to 235 Horsepower engines have a high power to weight ratio and will enable
Tata Motors Ltd. access new markets worldwide with its advantage of emissions,
power, oil consumption and durability. Plant Tata Cummins has a modern manufacturing
facility located adjacent to Tata Motors Ltd., designed by Kevin Roche, John
Dinkeloo Associates of USA and C. P. Kukreja Associates of Delhi. The unique
plant comprises a fully airconditioned 182 x 186 m building with precast
concrete coffer roofing and 15 x 15 m bays. The North and South walls are of
glazed curtain glass. Features such as a PLC controlled Fire Detection /
Suppression System, Skylights and Building Management System ensures high
levels of Safety and Energy efficiency. Organizational Strategy At Tata
Cummins, the organizational strategy is designed by the leadership team which
includes the top management and the department heads. The department goals are
then formulated in accordance with the organizational goals. These goals are reflected
in a document called 'GoalTree'. The tree also contains the action plan, the
schedule for achieving the goals, and the persons responsible for achieving
them. As per the GoalTree, the three organizational goals for 2005 are: Grow
Sales to 853 crores Improve PBIT by 10% over last year and achieve 25% ROANA
Achieve and Sustain the respect of all Stake Holders The organizational goals
are broken down to the strategies. The initiatives for implementing the
strategies are then identified. The responsibility for implementing these
initiatives is then assigned to respective departments. Further, the tentative
deadlines are also reflected. The targets are reviewed quarterly.
Q1. Do
the core values, really influence and have a impact on organizational development
?Explain.
Q2. Is
organizational development depended internally on employees and externally
influenced by customers? Discuss
Case (20 Marks)
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 e petrol
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
a note 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 percent of their income on food, housing, utilities
and health care. 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 daytoday survival.
Answer
the following question.
Q1.
What are the features of low income consumers?
Q2. How would you differentiate a low income
consumers and high income consumers?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
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