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Public sector organisations
3. Definition test
Task 4. case-stydy
Mr. Varun Tyagi
MINISTRY OF EDUCATION AND SCIENCES, YOUTH AND SPORT OF UKRAINE
TERNOPIL NATIONAL ECONOMIC UNIVERSITY
UKRAINIAN-DUTCH FACULTY OF ECONOMICS AND MANAGEMENT
Business Communication and Organizational Behavior Department
COMPLEX PRACTICAL INDIVIDUAL TASK REPORT
Discipline: Organizational Behaviour
Supervisor: N.V. Batryn
Ternopil – 2001
The field of organizational behavior (OB) draws from the behavioral science disciplines of psychology, social psychology, and cultural anthropology. The areas on which OB focuses are individuals who will often be working within groups, which themselves work within organizations. OB is as much a practical set of tools as an area of theoretical interest. The Complex Individual Practical Task includes different excersises, which are easy to follow and perform. You are to complete the missed terms or phrases in the tables and charts (hand-writing), check (circle) true or false answers, find out the definitions of terms (put down the number of the term near the definition), and write down the “Case-Study” answers (do not copy the case-study, but type the answer).
Complete the missed terms and phrases.
Complete the missed terms and phrases.
Complete the missed terms and phrases.
BASIC COMPONENTS OF AN ORGANISATION
2. TRUE–FALSE TEST
Complete the missed terms and phrases.
Bases of Power.
Sources of Power.
Organizational allocation of power.
Techniques of Political Plays
Mr. Vasudev is a general Manager of Cool Products, a company dealing in production and distribution of packed condiments in the state of Madhya Pradesh. The Co. was established in the year 2000 and has been performing well. Over the past five years the Co. has introduced excellent production processes, quality control, established its own distribution network, and has been able to achieve good consumer response for the products they manufacture and distribute. The company is a market leader in the state of M.P. Seeing the success of the business, the management has decided to expand the same in the state of Rajastan. They have identified Kota as the place for establishing production unit. The head of the unit will hold the rank of GM. The post is tenable by marketing or production manager since the job involves skill of productivity and marketing. The management has invited you to select a person to head Kota unit. The management have handed over to you profiles of two managers. Mr. Varun is production manager, and Mr Avinash is the marketing manager. Both are working with Cool Products since its inception. You as a consultant, required to select one of them. You do not have personal knowledge about them and have to take the decision based of their write-ups only. The write up of the managers are as under.
Mr Varun is a mechanical engineer passed out from MACT Bhopal (now MANIT). He has about 10 years of service in food preservation industry. Prior to this appointment he was working with ‘Pare Masala’ a famous condiment manufacturer of Pune. Varun is hard working, sincere, honest and a dependable engineer. He is foresighted, technically sound and can work independently under stress and strain. He had been able to handle employee grievances in the present organization successfully to the satisfaction of employees and management has been critical about the decision he had taken on their behalf. He enjoys good rapport in the Industry and has been consultant to couple of industries in the state of MP and Maharashtra. He is straight forward and goes by the rule of law when in difficulty. He has a pleasant personality and workers fall back on him when in difficulty. Varsha-his wife is a nursing graduate and works in one of the private nursing homes. Families of employees, very frequently consult her and she therefore enjoys personal influence over the families of ‘Cool Products’. Mr Varun has been able to complete his targets of production every year and has been contributory factor for the growth of the Co.
Mr. Avinash Kale belongs to Nagpur and comes from farmers’ family. His father was a poor man and taught his only son with a great difficulty. Avinash has done MBA from IMS Indore in the year 1996. His performance in academics has been excellent. He stood first in IMS among the marketing boys that year. Mr Avinash is very calculative and thinks ten times before taking any decision. He evaluates the pros and cons of the issue at hand before proceeding further. He is very professional and keeps his sales team on the tender hooks and ensures monthly sales at any costs. He is hard task master as it relates to his * Case prepared by Prof. V.G. Kondalkar, HOD, VNS Institute of Management, Bhopal (M.P.) job and can bend either way if situation so demands. He is very obedient and keeps the tag of management move, their daily schedule and any important event that is likely to take place. People in Cool Products say that Avinash knows everything in the organization before it is formally announced. He is considered to be a management man. He implements instructions of the management in letter and sprit. He maintains distance from workers and is not interested beyond the task he is supposed to do. But the task he does well and therefore he is liked by higher ups. One may say he is a task oriented leader. He is a smooth sailor, a diehard salesman, visionary, opportunist, a soft spoken executive who never hurts anyone in his dealings, a tight rope walker. He has good communication skills. He has been recently married to a lady who is employed as Assistant Sale Tax Officer in Bhopal. She belongs to state provincial services cadre. She also has a bright career as she is a topper in her batch.
TASK 5. CASE–STUDY
Balchandra belongs to an economically backward family. He is the only educated member of his family. With much difficulty he could complete his matriculation, earning the credit of first matriculate in the family. His approach and behaviour can be seen as subjected to his economic handicap. Though he has a little inferiority complex and is a little introvert, he is hard–working. At the age of 22 he has joined a public sector organization as a junior clerk. While in service, he has completed intermediate, B.A. and M.A. He has then been promoted to the post of a senior clerk. Being ambitious, he has expected to get a better promotion. Hence he worked hard. He took a management diploma also. All the four unions in the organization have asked him to join their unions, which he did not take heed. Hence all the union leaders are unhappy with him, while his colleagues have a jealousy. He has been sincere and hard working. Though he has not joined any of the unions, he has tried to keep moderate relations with all of his colleagues. However, the union activists and some of his coworkers have kept some sort of grudge and whispered against Mr. Balchandra. Considering the hardworking nature and additional qualifications, Balchandra has been promoted to a junior executive position. But as soon as he took charge the union leaders have protested against the promotion. They have interpreted it as an incentive for not joining the union. As a result of their strong protest, the promotion order is cancelled within a week. It was a great blow to Balchandra. Earlier he was working with the Research & Development Dept., which was according to his liking. But after being reverted, he has been placed as a senior clerk in the Accounts department, where his supervisor has been one of his strongest critics. Moreover, he did not like accounting work; and he could not get job satisfaction in the new position.
His adversaries have rejoiced, while he lost interest. He started showing disinterest in the work, and has become irregular in attendance. Gradually, he become disgruntled and moody, and started absenting frequently. Accounts section supervisor has not waited to call for explanations of Balchandra a number of times, which adversely affected his morale. He lost hopes and applied for causal leave for three days, he left the office without waiting for the sanction of the casual leave. He did not care to report back for duty even after three days. The Accounts section supervisor and other union leaders have promptly approached the personnel manger on the 15th day of his absence with a detailed note of the case and a recommendation from the Accounts Departmental head to serve a show cause notice on Balchandra, to conduct a departmental enquiry and to finally remove him from service. The union leaders have persuaded the Personnel Manager to promptly act on the recommendation of the Accounts Dept. Head. Some of Balchandra’s friends have informally reported the matter to his family, which is perturbed too much because Balchandra is the sole bread-winner of the family. A detailed analysis of the line of events throws light on group behaviour, interaction of individual and group behaviour, morale and job satisfaction of Balchandra in the context of the line of events, group dynamics, conflict between individual goal and group goal, lack of cohesion and its reasons, etc.
We shall also consider the questions like:
TASK 6. CASE-STUDY
MR. ALOK BANARJEE
Mr. Alok Banarjee is the Chief Executive of a medium- sized pharmaceutical firm in Calcutta. He holds a Ph D in Pharmacy. However, he has not been involved in research and development of new products for two decades. Though turnover is not a problem for the company, Mr. Banarjee and his senior colleagues noticed that the workers on hourly basis are not working up to their full potential. It is well known fact that they filled their days with unnecessary and unproductive activities and worked only for the sake of a pay cheque. In the recent past the situation has become quite alarming as the organization began to crumble under the weight of uneconomical effort. The situation demanded immediate managerial attention and prompt remedial measures. Mr. Banarjee knew very well that the only way to progress and prosper is to motivate workers to peak performance through various incentive plans.
One fine morning, Mr. Banarjee contacted the Personnel Manager and enquired: “What is the problem with the workers on hourly basis? The wage bill shows that we pay them the highest in the industry. Our working conditions are fine. Our fringe benefits are excellent. Still these workers are not motivated. What do they require really?” The Personnel Manager gave the following reply: “I have already informed you a number of times, that money, working conditions and benefits are not enough. Other things are equally important. One of workers in that group recently gave me a clue as to why more and more workers are joining the bandwagon of ‘non-performers’. He felt bad that hard work and efficiency go un-noticed and un-rewarded in our organization. Our promotion and benefit plans are tied to length of service. Even the lazy workers, accordingly, enjoy all the benefits in the organization, which, in fact according to workers, should go only to those who work hard.”
Mr. Banarjee then wanted the Personnel Manager to look into the problem more closely and find out a solution to the problem of workers on hourly basis.
Answer the following questions:
1. Explain the motivational problem in this case by relating to Herzberg’s theory.
2. What would be your response to Banarjee’s statement, if you were the Personnel Manager of the Company?
3. If you were the manager, how would you motivate the employees so that they work better?
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