A. What factor must be traded off by product
development before introducing a new product?
B. Explain the relationship between quality and
productivity under the lean philosophy.
B. Distinguish between pure and mixed strategies in
6. Case Study:- A Failure to Communicate
Could you come to my office for a minute, Bob?’
Asked Terry ( the plant manager ). Sure, be right there,”
said Bob Gemson. Bob was the plant’s quality control
director. He had been with the company for four years.
After completing his degree in mechanical engineering, he
worked as a production supervisor and then as maintenance
manger prior to promotion to his present job. Bob thought
he knew what the call was about.
“But letter of resignation catches me by surprise,’
began Terry. “1 know that Wilson products will be getting a
good man, but we sure need you here, too”. “J thought about
it a lot, ‘said Bob, “but there just doesn’t seem to be a
future for me here. “ “Why do you say that’?” asked
Terry. “Well,” replied Bob, “the next position above mine
is yours. With you only thirty- nine,. I don’t think it’s
likely that you’ll be leaving soon.
“The fact is that I am leaving soon,’ said
Terry. “That’s why it’s even more of a shock to know that
you are resigning. I think I’ll be moving to the corporate
offices in .Tune of next year. Besides, the company has
several plants that are larger than this one. We need good
people in those plants from time to time, both in quality
control and in general management.”
“Well, I heard about an opening in the Cincinnati
plant last year,” said Bob, “but by the time I checked, the
job had already been filled. We never know about job
opportunities in the other plants until we read about them
in the company paper
‘All this is beside the point now. What would it
take to get you to change your mind?” asked Terry. “I don’t
think I can change my mind now,” replied Bob. “I’ve already
signed a contract with Wilson.’
(a) Evaluate the communication system at this company.
(b) What actions might have prevented Bob’s resignation?
A. What kind of decisions is a manager generally
required to make in the organizational context? Explain
with examples as to which of these correspond to programmed
and non-programmed categories
B. Discuss various strategies used in implementing
organisational change in the context of a large
A. What is the system approach to management? Explain
the salient features of this approach.
B. Describe various managerial skills briefly. Discuss
the roles these skills could play in building an institution
A. Distinguish between the individual and the group
decision - making, explaining the advantages and
disadvantages of group decision-making.
B. Distinguish between individual change and
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
(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
(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.
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.
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
“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
B. Is Mr.Rosenfield right in making his comments in
response to Mr. Greenburg’s request?
C. Is Mr. Rosenfleld performing his management
D. What would you do if you were Mr.Rosenfleld’s boss?