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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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