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Organizational Behaviour
Case Studies
Case (20 Marks)
4. Dolly Daleja continued to drum her fingers on her desk. She had a real
problem and wasn’t sure what to do next. She had a lot of confidence in
Sunny Master, but she suspected she was about the last person in the office
who did. Perhapsif she ran through the entire story again in her mind she
would see the solution. Dolly Raheja had been distribution manager for
Raheja Industriesfor almost twenty years. An early brush with the law and
a short stay in prison had made her realize the importance of honesty and
hard work. Raheja had given her a chance despite her record, and Dolly
Raheja had made the most of it. She now was one of the most respected
managersinthe company. Few people knew her background. Dolly Raheja
had hired Sunny Master fresh out of prison sixmonths ago. Dolly Raheja
understood how Sunny Master felt when Sunny Master tried to explain his
past and asked for another chance. Dolly Raheja decided to give him that
chance just as Henry Raheja had given her one. Sunny Master eagerly
accepted a job on the loading docks and could soon load a truck as fast as
anyone in the crew. Things had gone well at first. Everyone seemed to like
Jack, and he made several new friends. Dolly Raheja had been vaguely
disturbed about two months ago, however, when anotherdock worker
2. reported his wallet missing. She confronted Sunny Master about this and
was reassured when Sunny Master understood her concern and earnestly
but calmly asserted his innocence. Dolly Raheja was especially relieved
when the wallet was found a few days later. The events of last week,
however, had caused serioustrouble. First, a new personnel clerk had come
across records about Jack’s past while updating employee files. Assuming
that the information was common knowledge, the clerk had mentioned to
several employees what a good thing it was to give exconvicts like Sunny
Master a chance. The next day, someone in bookkeeping discovered some
money missing from petty cash. Another worker claimed to have seen
Sunny Master in the area around the office strongbox, which was open
during working hours, earlier that same day. Most people assumed Sunny
Master was the thief. Even the worker whose wallet had been misplaced
suggested that perhapsSunnyMaster had indeed stolen it but had returned
it when questioned. Several employees had approached Dolly Raheja and
requested that Sunny Master be fired. To her dismay, Dolly Raheja found
that rethinking the story did little to solve his problem. Should she fire
Sunny Master? The evidence, of course, was purely circumstantial, yet
everybody else seemed to see things quite clearly. Dolly Raheja feared that
if she did not fire him, she would lose everyone’s trust and that some people
might even begin to question her own motives.
Answer the following question.
Q1. Explain the events in this case in terms of perception and
attitudes. Does personality play a role?
Q2. What should Dolly Raheja do?
3. Q3. Should she fire Sunny Master or give him another chance?
Explain your answer with reasons.
Q4. Explain the differing perceptions at Raheja Industries?
Case (20 Marks)
Mrs Jessy was recently promoted to head the accounting department in
Souza manufacturing Company. She had worked in the same department
for 12 years and when Mr, Sewbert the previous manager retired, she was
asked to all the position. It has now been about 3 months since Mrs. Jessy
has been promoted, and there has been several misunderstandingsbetween
her and the Vice President, Accounting and Finance Mr. Arun.The
misunderstanding pertained to the way Mrs. Jessy “ran" the accounting
department. The Vice President wanted Mrs. Jessy to handle all the day
todayissues and felt that she wasnot assertiveenough in assuming her new
responsibilities. Therewereinstances where Mrs. Jessy failed to get things
done on time: was not following up on other people's duties; and always
waiting to be told what to do instead of initiating action. You have been
invited as a consultant and asked to look into the problem and give your
suggestions. Being an expert in the field of OB, you met Mrs. Jessy to and
out what she feels about Mr. Arun, the Vice President and her new position
as Manager Accounts. She says that the vice president does not appreciate
her abilities and that what is lacking in her present job is the direction of
her superior, Mr. Arun. She on her part is willing to do whatever needs to
be done. Mrs Jessy wants to do a good job but not becoming an autocrat
that Mr. Arun wants her to be. Mrs. Jessy says she likes her new job but
does not know if her career is moving in the right direction. This comes
from a person who has been promoted just 3 months back. As an OB
4. consultant, you have decided that it would be helpful to assess Mrs. Jessy's
and Mr. Arum’s personality type by administering the MyersBriggs Type
Indicator. Mrs. Jessy’s score indicate that she is more Sensing/Thinking
type and Mr. Arun is an intuiting/Thinking type.
Answer the following question.
Q1. What are the problems witnessed in the above case.
Q2. What is Myers Briggs Type indicator?
CASE (20 Marks)
Tata CumminsLimited (TCL) is a 5050 joint venture between Tata Motors
and Cummins Engine Co., Inc., USA. Tata Motors is the largest
manufacturer ofcommercialvehicles in India, and Cummins Engine Co. is
the largest 200+ HP diesel engine manufacturer in the world. The Joint
Venture was incorporated in October 1993 and commercial production
commenced on January 1, 1996. The vision of TCL is to be widely
acknowledged and benchmarked asone of the best companiesin the world.
The company, thus, abides by the following core values: � Care for
customers � Obsession for quality � Care deeply about people � Do what's
right and not what's convenient � Guarantee product leadership �
Responsible citizenship � Relentless improvement TCL is a QS 9000
company. TCL Jamshedpur boasts of state of the art, fully air conditioned
diesel engine plant, with a computerized Building Management System for
safety and energy conservation. The plant has five major components
manufacturing lines for Cylinder Block, Cylinder Head, Connecting Rod,
Crankshaft & Camshaft, with the best measuring and gauging instruments
to assure Consistent Quality. TCL has very strong systems and IT
5. infrastructure for controlling and facilitating its operations. To further
increaseoverall efficiencyand visibilityof information, OracleApplications
and a web based Supply Chain Management System have been
implemented in June 2000. Products The low emission Diesel Engines
manufactured by Tata Cummins are for use in a new generation of Tata
Motors Ltd's Medium and Heavy Commercial Vehicles. The engines
conform to EUROI, EUROII & EUROIII standardsfor emissions. The 78 to
235 Horsepower engines have a high power to weight ratio and will enable
Tata Motors Ltd. access new markets worldwide with its advantage of
emissions, power, oil consumptionand durability. Plant Tata Cummins has
a modern manufacturing facility located adjacent to Tata Motors Ltd.,
designed by Kevin Roche, John Dinkeloo Associates of USA and C. P.
Kukreja Associates of Delhi. The unique plant comprises a fully
airconditioned 182 x 186 m building with precast concrete coffer roofing
and 15 x 15 m bays. The North and South walls are of glazed curtain glass.
Features such as a PLC controlled Fire Detection / Suppression System,
Skylights and Building Management System ensures high levels of Safety
and Energy efficiency. 5 | P a g e OrganizationalStrategyAt Tata Cummins,
the organizational strategy is designed by the leadership team which
includesthe top management and the department heads. The department
goals are then formulated in accordance with the organizational goals.
These goals are reflected in a document called 'GoalTree'. The tree also
contains the action plan, the schedule for achieving the goals, and the
persons responsible for achieving them. As per the GoalTree, the three
organizational goals for 2005 are: � Grow Sales to 853 crores � Improve
PBIT by 10% over last year and achieve25% ROANA � Achieveand Sustain
the respect of all Stake Holders The organizational goals are broken down
6. to the strategies. The initiatives for implementingthe strategies are then
identified. The responsibility for implementing these initiatives is then
assigned to respective departments. Further, the tentative deadlines are
also reflected. The targets are reviewed quarterly.
Answer the following question.
Q1. Do the core values, really influence and have a impact on
organizational development ?Explain.
Q2. Is organizational development depended internally on
employees and externally influenced by customers? Discuss
Case (20 Marks)
Sunder singh had studied only up to high school. He was now 32 years of
age, lived alone in a rented room, and worked together eight hour shift at
on e petrol pump, then went to the other one for another eight hour shift.
He had a girlfriend and was planning to marry. One day when he returned
to work, he got a note from his girlfriend that she was getting married to
someone else and he need not bother her. This was a terrible shock to
sunder singh and he fell apart. He stopped going to work, spent sleepless
nights, and was very depressed. After a month, he was running low on his
savingsand approached his earlier employers to get back his job, but they
would not give him a second chance. He had to quit his rented room, and
sold the few things that he had. He would do some odd jobs at the railway
station or the bus terminus. One day, nearly two years ago, he was very
hungry and did not have any money and saw a young man selling
newspapers. He asked him what he was selling and he told him about
Guzara(an independent, non profit, independent newspaper sold by the
7. homeless and economically disadvantaged men and women of this metro
city). Sunder singh approached theofficeand started selling the newspaper.
He did not make lot of money, but was good at saving it. He started saving
money for a warm jacket for next winter. He was reasonably happy; he had
money to buy food, and no longer homeless and shared a room with two
others. One day, with his savings he bought a pair of second hand Nike
shoes from the flea market. Sunder singh is not unique among low income
consumers, especially in large cities, in wanting and buying Nike shoes.
Some experts believe that low income consumers too want the same
products and service that other consumer wants. The working poor are
forced to spend a disproportionate percent of their income on food,
housing, utilitiesand health care. They solely rely on public transportation,
spend very littleon entertainment of any kind, and have no security of any
kind. Their fight is mainly for day to day survival.
Answer the following question.
Q1. What are the features of low income consumers?
Q2. How would you differentiate a low income consumers and
high income consumers?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
aravind.banakar@gmail.com
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
