Case Study
Please read the case given below and answer the questions
given at the end.
One afternoon in June 1972, Rao, industrial engineer of
P.M.A. company, was called to the office of his immediate
superior V.R. Naik, the production manager. Naik
said, “Rao, I want to discuss a situation in the production
department. A lot of people feel that Govindan is not the
right man for the Assistant Superintendent’s position. The
President and others have decided that I have got to fire
Govindan or at least move him out of production. Everyone
wants to fire Govindan, but I won’t do it to him. I was
talking with Bhadra this morning, and we decided that you
might be able to make use of Govindan in your department.”
Rao was surprised by both the information, and the proposal.
Naik concluded his comments with, “Rao, I am asking you to
take Govindan. You can say ‘No’. But then he gets fired. I
have told Govindan this. Also, Govindan knows that if he
goes with you he will take a pay cut. However, I think you
can make use of him both to your own and his satisfaction.
You are, anyway, carrying out an in-process quality
control, and you might be able to make good use of Govindan
in view of his long technical experience of production
work. Think it over, and let me know by tomorrow.”
Rao thought over the matter.
PMA company had been a successful enterprise until March
1972 at which time it suffered a sharp decline of profits :
sales had fallen off, and production costs had risen. The
President adopted three measures which he hoped would
improve the condition. First, by creating an Industrial
Engineering Department for establishing work standards on
all production operations, to determine which manufacturing
costs were out of line and where remedial action should be
taken. Rao, 28 years old, who had been with the company for
two years in the Purchasing department, was selected. Rao
had B.E. and MBA degrees to his credit. What he lacked in
his business experience he made up by his eagerness to
learn. He was ambitious and liked by his associates. He
wanted a transfer from Purchasing to Production for better
opportunities for advancement.
Secondly, he consulted a Management Consultation firm to
make a study of the Production Department. They pointed out
that the chain of command was too long from Production
Manager through Plant Superintendent through Assistant
Superintendent to Foremen. They recommended the elimination
of the position of Assistant Superintendent.
Thirdly, he engaged an Industrial Psychologist to
appraise all the Supervisory Personnel.
Govindan had been with the company for 20 years
since its founding and during this period had worked on
every production operation, and his last 11 years had been
in supervisory capacity. His manners were rough and
aggressive, he had little formal education. The industrial
Psychologist’s report about Govindan contained the
following points:
(i) Evaluation for the position of Assistant
Superintendent : Not good enough.
(ii) Capacity for good human relations in supervision :
Will have friction frequently.
(iii) Need for development counseling: Counseling greatly
needed.
(iv) General evaluation: Govindan had a good ability
profile. He suffers from a sense of inferiority. He does
not like the responsibility of making decisions. His
supervision is that of Autocratic type. Though he has the
ability, as far as his personality make-up is concerned, he
is out of place in the present position.
Questions:
1. What is the problem in the case? Explain.
2. Explain Govindan’s behavior and work experience vis-à-
vis the psychologist’s report.
3. How do you see Naik’s suggestion to Rao? Give reasons.
4. What are Rao’s considerations in taking a decision? What
should he do? Explain.
- 0 Answers
- 1876 Views
- HP, I also Faced
- E-Mail Answers
No Answer is Posted For this Question
Be the First to Post Answer
kindly tell me what does it mean if bank official make me call and ask me that in case u get selected in icici bank then what would u do?
What is your Future Plans for the Company if Permanently Employed?
Describe the relationship that should exist between a supervisor and subordinates?
common question for merchandiser
6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?
why u have choosen finance has a specialisation
The method useful for evaluating the outcomes of a training programme is: (a). Observation. (b). Case Study. ©. Roleplay. (d).. Both A & C.
Sir when will the SBI Associate bank PO Exams results will be released .which the the exam held on 7 th Aug 2011.
Does anyone ever face the problem about Oracle MRP that in MRP planner workbench not show where used for some make item that make it generates wrong demand and supply
What all MLM Company is required to SEBI Registration for Business. What The SEBI takes Action at MLM Company. IF Yes Then How ?
i know the syllabus for the tax assistantexam but i would appreciate some tips fromyou on how to prepare for the general awareness paper.
WHY DO YOU WANT TO DO MBA AFTER BCA
-
Business Administration (517) - Marketing Sales (1279)
- Banking Finance (3208)
- Human Resources (745)
- Personnel Management (68)
- Hotel Management (29)
- Industrial Management (113)
- Infrastructure Management (14)
- IT Management (97)
- Supply Chain Management (16)
- Operations Management (39)
- Funding (79)
- Insurance (494)
- Waste Management (1)
- Labor Management (48)
- Non Technical (73)
- Business Management AllOther (546)
