Answer all the questions.
Each case let carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words). Case let 1
Introduction to the organization:
XYZ Company was established 20 years ago, to manufacture gearbox components for diesel engines. It employs around 250 people, having a head office, which employs a wide range of personnel who are generally well educated and enthusiastic about their work, and a factory, which employs semi-skilled local people who are generally disinterested in the products of the company and who have an instrumental attitude to work, seeing salary as the only reward. Brief Description of the Problem:
The performance of the Company has not been good and the records revealed the following facts: Wastage within the factory was costing the Company approximately Rs. 100,000 a month. There was wide spread differences in individual work standards Processes were non-standardized resulting in repeated problems Management made all decisions and cascaded the result down to employees The top management became concerned about the performance of the factory and they hired Mr. Tanmoy Deb, an OD consultant to study the problem and suggest specific changes to relationships and tasks with the following objectives:
To review and improve communication systems.
To restructure the organization and to review teamwork and quality practices. To review leadership issues across all levels.
Mr.Tanmoy Deb carried out discussions, interviews and surveys and made the following observations:
There’ and ‘us’ attitude was widely prevalent between head office and factory personnel Production personnel lacked technical skills
Factory employees felt alienated from sharing the Company’s success Production systems were adhoc and defective because of frequent variations in standards set Many times raw material was found to be of inferior quality Rigidly defined job descriptions
1. What in your view are the central human resources issues involved in this case? 2. What strategy should Mr. Tanmoy Deb develop and implement for improving the present system?
Case let 2
Introduction to the organization:
XYZ Company is an existing profit making FMCG Company. The company has 600 personnel and has branches all other the country. It has a separate training department with a Training Manager, Mr. A.P. Mohan as its head who is supported by two qualified training officers. Mr. Mohan has been in the company for the last 8 years and is very efficient. Brief Description of the Problem:
Mr. Mohan wants to leave the organization. He is fed up with organizational politics. He is dissatisfied and in fact frustrated. There are several reasons attached to it. First and foremost is that he is not paid adequately despite the fact that he has brought 12% growth in revenue to the company. Second reason is that he is not consulted and constantly neglected while making decisions on training aspects. Lastly, he considers himself to be a victim of politics played in the organization. Production Manager is constantly hurting him and interferes with the work. Dr. Ashok Sarao, boss of Mr. A.P. Mohan does not want him to leave the organization, as he knows that the effectively will come down if he leaves. Dr. Ashok tries to convince Mohan that he should adjust himself with the environment and also talk of how Mohan is constantly neglected. He talks of how politics is played in the organization and strengths and weaknesses of Mohan but does nothing to convince Mohan. Rather he says that they have to adjust, as they are part of family run business. In this setting, personal equation rather than merit works. Mohan is not convinced, and says he is leaving.
1. Why a high performer like Mr. Mohan decided to leave the organization he has been long part of?
2. Do you think Mr....