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CASE STUDY -2 Sagar Private Limited is a small company, which manufactures plastic products such as mugs, buckets, and

other household utility products. This company which is situated in an industrial belt in New Mumbai has typical labor needs. Since quite a few operations including packing of products are done manually, the company employs 80 workers on the shop floor. The company supplies its products to retailers in and around Mumbai. It has a long production run and longer product life-cycles and therefore the management believes that the company is making fewer profits because of this. As a result, the top-management, which comprises of the members of Maheshwari family, since this is a family managed business, decided to invest resources on automation to have shorter production runs & shorter product life-cycles. It has decided to introduce packaging machines to reduce semi-skilled and unskilled labour. The company has a bad record in industrial relations since workers in the past have had several problems pertaining to wages and working conditions. Rajnath Dube, a worker who is often pampered by management to get their way, dominates the company union. Rajnath is a man who ranks very low in personal & professional ethics but has a way with people and is good at politics. He has an influence with the workers who trust him and would act on his advice. But the management is fully aware that Rajnath may not be able to help much if the company thinks of retrenching workers. However the management decided to speak to Rajnath regarding their decision to introduce automatic machines and subsequent lay off of workers. Rajnath immediately sensed a good opportunity to make a big sum so he pretended that convincing the workers was a Herculean task and he would need at least 6 months time to do this. The management was however impatient to introduce automation and told Rajnath to convince workers within 3 months to help them implement the decision. Of course Rajnath played his game and asked for a huge sum in reciprocation of his effort. The Maheshwari brothers were shocked at the price that Rajnath wanted. They however knew that things would only get worse if they refused Rajnaths proposal. CASE QUESTIONS 1. Was the Maheshwari familys method of introducing change in Sagar Private Limited appropriate? Please substantiate your response giving suitable reasons. 2. What was the tactic used by top management to overcome resistance to change? What tactic would you have used to overcome workers resistance to change if you were in the top managements position? 3. How would you handle Rajnath if you were in place of the Maheshwaris?

Description:
I m pointing out some words that used in ur case study which conveys special

attention: 1) Typical labour needs==> means chances of engaging contractor. If company engaging contrcator, 50% problem solved. 2) Packing of products==> This is not core business. Company can engage contractor

such activities. 3) Bad records in industrial relations==> very less chance of any assiatance by local authority. 4) Rajnath good at politics==> Rajnath must be associated wth any political party. MD of company must have political relation so he should take advantage of it. 6) at least 6 months time==> Rajnath Dubay has no knowlege of Industrial Law or making fool to company. As per ID Act, 1947, If workers strength is 100 or more, retrenchment notice will be served before 3 months from retrenchment date otherwise 01 month notice is enough. at the same time notice of intension to do such to be given govt (RLC, ALC, EE etc) before 60days. COMAPANY SHOULD GO THROUGH LEGAL WAY TO SAVE THE IMAGE AND LOSS. 7) Huge Sum==> means Rajnath Dubey is in need of money. Company should adopt DIVIDE AND RULE policy and find out who is second line command among workers. Company should deal with substitue of Rajnath Dubey at the same time. It is workable and every where it is prevail. Now ur case: Ans (1): Method of introducing change is requirement of company. Company is free to adopt such change keeping in mind business profit, product quality etc..... Company will go through ID Act, 1947. Pls see the clause. Ans (2): See, its not tactics of management. Its company needs. when we spk about resist to change, its human tendency to resist. I will use following technique to convince Rajnath Dubey and workers a) If there is any other units other than Mumbai where there is no plan to implement such automation, I will tranfer those workers who are strong enough in resistance. management can do such thing without depriving their wages. One thing we should keep in mind that settled worker will not go any where other than mumbai. Result: they will resign and my problem will be sorted little bit. b) Bze we are introducing automation in packing area only. Rest are on manual. I will find out the lazy workers who is not hard workers. i will put such workers in hardship job. Ultimately they will be compelled to leave. c) I will make the list of workers those who r under Probationary Period. i will terminate them without assigning any reason. d) If workers service tenure is 01 yr or more, i will compensate them as per ID Act and will give assurance to rehire if we need in future. e) If there is chance to adjust anywhere in the company, we will give chance to work in other area in place of packing area. f) If there is threat of illegal strike, i will be in contact with such contrcators who can

provide such type of services in short period notice. g) If there is threat of locking of gate, i will take necessary help of local police or authority h) We will conduct meeting with all management personnel for solution. we will tell all managerial staff to be ready to work day and night basis for few days (till amicable solutions) but all this practice should be well in advance Ans (3): Rajnath Dubey will be handled only applying Divide and Rule Policy. Personaly, my nature is to build good relation with local authiry as well as politician . With the help of external jack, i will sort out Rajnath Dubey which is cancer for organisation. Second Rajnath will be produced (by hooks and crooks) to sort out the problem of company CASE STUDY-3 Videocon Electronics limited, is a pioneering and internationally reputed firm in the electronics industry. It is one of the largest firms in the country. It attracted employees from internationally reputed institutes and industries by offering high salaries, perks etc. It has advertised for the position of an electronics engineer recently. Neaerly 150 candidates applied for the job. Mr. Sashidar, an electronics engineering graduate from IIT Kharapur, with five years of experience in a medium sized electronics firm, was selected from among the 130 candidates who took tests and interview. The interview board recommended an enhancement in his salary by Rs.5,000/- more than his present salary at his request. Mr.Sashdar was very happy to achieve this an he was congratulated by a number of people including his previous employer for his brilliant interview performances and wished hi m good luck. Mr.Sashidar joined in Videocon Electronic Ltd., on 21st January 2002, with great enthusiasm. He also found his job to be quite comfortable and a challenging one and he felt it was highly prestigious to work with this company during the formative years of his career. He found his superiors as well as subordinates to be friendly and cooperative. But this climate did not live long. After one year of his service, he slowly leant about a number of unpleasant stories about the company, management, the superior subordinate relations, rate of employee turnover, especially at higher level. But e decided to stay on as he had promised several things to the management at the time of interview. He wanted to please and change the attitude of management through his diligent performance, firm commitment and dedication. He started maximising his contributions and the management git the impression that Mr.Sashidar had settled down and will remain in the company. After some time, the superiors riding rough-shod over Mr.Sashidar. He was over loaded with multifarious jobs. His freedom is deciding and executing was cut down. He was ill-treated on a number of occasions before his subordinates. His colleagues also started assigning their responsibilities to Mr.Sashidar. Consequently there were imbalances in his family life, social life and organisation life. But he seemed to be

calm and contend management fell that Mr.Sashidar had the potential to bear with many more organisational responsibilities. So the General Manager was quite surprised to see the resignation of Mr.Sashidar along with a cheque equivalent to a months salary one fine morning on 18th Januay 2004. The General Manager failed to convince Mr.Sashdar to withdraw his resignation. The General Manager relieved him on 25th January 2004. The General Manager wanted to appoint a committee to go into the matter immediately but dropped the idea later. QUESTIONS. 1. What prevented the General Manager from appointing a committee? 2. What wrong with the recruitment policy of the company? 3. Why did Mr.Sashidars resignation surprise the General Manager? The inference from the above is very clear. The management had no strategy of retaining capable employees by giving them proper treatment and responsibilities. They also have not laid out any HR policy of defining area of responsibility for executives or staff. It appears any body in the firm can pass any work to their colleagues and even management is also not bothered about over loading a capable person willing to undertake challenging tasks with responsibility. If the above defects can be corrected by the management and senior managers they can retain capable managers or executives and the manpower turnover may come down and the companys reputation with regards to human resources will go up. The firm can attract more and more capable personnel.

SEE this URL might u get some clue to answer http://www.citeman.com/318recruiting-or-retaining-case-study/ CASESTUDY - 4 Naik AGM Materials, is very angry. He went into Kamaths room, who is GM, Materials and given his resignation and walked out of the room. Naik has reason for his sudden outburst. He has been driven to the wall perhaps, detail of the story will tell the reason for Naiks anger and why he put in his papers, barely four months after he took up his present assignment. The year was 1995 Naik quit the prestigious steel plant at Visakhapatnam. As a manager materials, Naik enjoyed power he could even place an order for materials worth Rs.25 lakh. He needed nobodys prior approval. Naik joined in a Pulp making plant located at Harihar in Karnataka, as DGM materials. The company is a part of the multi product and multinational owned by a

prestigious business house in India. Obviously, perks, designation and reputation of the multinational company forced Naik away fro the public sector to private sector. When he joined the Eucalyptus pulp making company, little did Naik realise that he needed prior approval to place an order for materials worth Rs.12 lakh. He had presumed that he had the authority to place an order by himself worth half the amount of what he used to do at the mega steelmaker. He placed the order, materials arrived, were received, accepted and used up in the plant. Trouble stared when the bill for Rs.12 lakh came from the vendor. The accounts department withheld the payment for the reason that the bill was not endorsed by Kamath, GM Materials. Kamath refused to sign on the bill as his approval was not taken by Naik before placing the order. Naik felt fumigated and cheated. A brief encounter with Kamath only aggravated the problem. Naik abruptly told that he should have known company rule before venturing. So Naik decided to quit. QUESTIONS 1. Does the company have an orientation programme? If yes, how effective is it? 2. If you were Naik what have you done? See this link ra http://www.scribd.com/doc/35914520/Module-of-Induction-andSocialization http://books.google.co.in/books? id=4OgyJ740KxMC&pg=PA133&dq=case+study+on+naik+agm+materials&hl= en&ei=sDCzTZSvN4PUrQflydDIDQ&sa=X&oi=book_result&ct=result&resnu m=1&ved=0CEEQ6AEwAA#v=onepage&q=case%20study%20on%20naik %20agm%20materials&f=false

CASe Study 1: http://business.tepper.cmu.edu/facultyAdmin/upload/ppaper_75242383667877_T he_Manager's_memo_as_a_strategitc_tool.pdf http://business.nd.edu/uploadedfiles/Academic_Centers/Fanning_Center_for_Bu siness_Communication/Cases/Do_Not_Copy/DixieIndustriesv2DNC.PDF

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