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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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