The document discusses several case studies involving organizational behavior and challenges faced by companies like xyz and tata cummins limited, highlighting issues such as revenue pressures, employee investment, and organizational development. It explores managerial dilemmas, employee perceptions, and the impact of core values on performance while featuring individuals like Dolly Raheja and Saunder Singh, who navigate personal and professional challenges. The text poses various questions aimed at reflecting on these organizational dynamics and individual experiences.

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Organizational Behaviour
Case Studies(20Marks)
Introduction: XYZ -An Organizational Perspective
The Pre-OD Scenario:Our Strengthsand Areas ofConcernIn the years 1990-91 XYZ had grown into the largest Indian HARDWARE
company with revenues of over Rs. 1100 crores and racing towards achieving its vision of being global top ten. As pioneers in the
industry,XYZ’s strengthsincluded on time delivery,premier position in the industryin terms ofrevenues,focus on training programs,
quality initiatives,use ofgood technicaltools and procedures and encouragement of individual excellence in performance.However,
XYZ’s was also,at that point in time, grappling with a few areas ofconcern with regard to its operationalparadigm.Mounting revenue
pressures:The pressure to retain its strongpremier position led the organization to tend towards short- termrevenues, and relatively
lesserefforts were being put into mediumand longtermmarkets and activities (such as products and building up knowledge). Though
XYZ’s built relationshipswith individualcustomers,Relationship Managers largely tendedto focus on obtaining short-termprojects –
there was lesser investment on aligning to long-termobjectives of customers. The approach, by and large, was of reactive pro ject
management and we were yet to espouse the approachofarchitectingproactivesolutions forthe customer.Selectivity in projects:There
was a tangible tensionat,XYZ’s between generatingrevenues and organizing strategically,on basis oftechnologyand busines s areas,
impacting selectivity in projects accepted. Pressures from customers on schedules was res ulting in faster delivery and hence,
snowballing into furtherpressure on future schedules. Focus on specialization: There was diffusion of expertise and we were yet to
focus on building strategic expertise in individual centers. Employees were rotated across domains and skills in the interest of learn
ability as well as for meeting requirements. In a sense, there was heightened focus on Voice of the Customer, in comparison t o the
Voice of Employee. Efforts on Experimentation & Innovation:The management at XYZ’s felt that by and large, employees tended to
go straight by the book.Though Dr.De Bono’s techniques were introduced and employees trained on these techniques to encoura ge
innovation,there was a need to scale up on perceivedrewards forexperimentation.Rewards andRecognitions:The reward structure at
XYZ’s was, at this point in time, primarily focused on individual performance and we were yet to explore the institutionalization of
team based rewards at the organizational level. Inter group co-ordination & knowledge sharing: Sharing of knowledge was very
centre-oriented, and although, informally, best practices spread by interaction and word of mouth, we were yet to evolve a fo rmal
systemwhich would capture these forease ofreplication across projects.Multiple centers and multiple projects within the same centre
ended up resolving the same sort ofissues,resultingin avoidable rework.Branding and PR:Image building endeavors were not yet an
area of focus and,in a subtle way,this affected the sense of pride of employees. Among educational institutions, this meant greater
difficulty in terms ofattracting quality talent,which furtheraggravated stress among thefewkey performers in the organization.By the
year2002, management felt the consciousneed to bringin changes in our3 | P a g e approach to the aforementioned areas, in order to
align more closely with the customer, business and market requirements at an organizational level.
Answer the following question.
Q1. List the various reasons in Organization xyz , which lead to its development?
Q2. If the organization hadnot invested in its employee, would they have developed?
Q3. Site few examples of Indian companies, similar to XYZ mentioned above?
Q4. What would have been the drawback of the XYZ Company prior to 1991?

2. 3/9/2017 Aeren Foundation
Case (20Mar
ks)
4. Dolly Daleja continuedto drumher fingers on her desk. She had a real problemand wasn’t sure what to do next. She had a lot of
confidence in SunnyMaster,but she suspected she was about the lastpersonin the office who did.Perhaps ifshe ran through the entire
story again in hermind she would see the solution.Dolly Raheja had been distributionmanagerforRaheja Industries foralmost twenty
years.An early brush with the lawand a short stay in prison hadmade herrealize the importance ofhonestyand hardwork. Raheja had
given hera chance despite herrecord,andDolly Raheja had made the most ofit. She nowwas one of the most respected managers in
the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison sixmonths a go. Dolly
Raheja understood howSunnyMaster felt when Sunny Master tried to explain his past and asked for another chance. Dolly Raheja
decided to give himthat chance justas Henry Raheja had givenherone.Sunny Mastereagerly accepteda job on the load ing docks and
could soonload a truckas fast as anyone in the crew.Things had gonewellat first.Everyone seemed to like Jack,and he made several
newfriends.Dolly Raheja had been vaguely disturbedabout two months ago,however,when another dock worker reported his wallet
missing.She confrontedSunny Masteraboutthis andwas 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 causedserious trouble. First, a new personnel clerk had come across records about Jack’s past while updat ing
employee files. Assuming thatthe information was common knowledge, the clerk had mentioned to several employees what a good
thing it was to give ex-convicts like Sunny Mastera chance.The next day,someone in bookkeeping discovered some money missing
from petty cash.Anotherworkerclaimed to have seen Sunny Masterin 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 perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had
approached Dolly Raheja and requestedthatSunny 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?
Q3. Should she fire Sunny Master or give himanother chance? Explain your answer with reasons.
Q4. Explain the differing perceptions at Raheja Industries?
CASE (20Marks)
Tata Cummins Limited (TCL) is a 50-50 joint venture betweenTata Motors and Cummins Engine Co., Inc., USA. Tata Motors is the
largest manufacturer of commercial vehicles in India, and Cummins Engine Co. is the largest 200+ HP diesel engine manufacturer in
the world. The Joint Venture was incorporatedin October1993 and commercial productioncommenced on January 1,1996. The vis ion
of TCL is to be widely acknowledged and bench-marked as one of the best companies in 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 infrastructure for controlling and facilitating its operations. To further
increase overall efficiency and visibility of information, Oracle Applications and a web-based Supply Chain Management System
have been implemented in June 2000. ProductsThe lowemission DieselEngines manufactured by TataCummins are for use in a new
generation of Tata Motors Ltd's Mediumand Heavy Commercial Vehicles. The engines conformto EURO-I, EURO-II & EURO-III
standardsforemissions.The 78to 235 Horsepowerengines havea high powerto weight ratio and will enable Tata Motors Ltd. access
newmarkets worldwide with its advantage of emissions, power, oil consumption and durability. Plant Tata Cummins has a modern
manufacturing facility located adjacentto 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 air-conditioned 182 x186 mbuilding with pre-cast concrete coffer
roofing and 15 x 15 m bays.The North and South walls are ofglazed curtain glass.Features such as a PLC controlled Fire Detection /
Suppression System, Skylights and Building Management Systemensures high levels of Safety and Energy efficiency. 5 | P a g e
Organizational Strategy At Tata Cummins, the organizational strategy is designed by the leadership teamwhich includes the to p
management and the departmentheads.The departmentgoals are then formulated in accordance with the organizational goals. Th ese
goals are reflected in a document called 'Goal-Tree'.The tree also contains the actionplan, the schedule for achieving the goals, and
the persons responsible for achieving them. As per the Goal-Tree, the three organizational goals for 2005 are: - Grow Sales to 853
crores Improve PBIT by 10% over last year and achieve 25% ROANA Achieve and Sustain the respect of all Stake Holders The
organizational goals are broken down to the strategies. The initiatives for implementing the strategies are then identified. The
responsibility forimplementing these initiativesis then assignedto respective departments. Further, the tentative deadlines are also
reflected. The targets are reviewed quarterly.
Answer the following question.

3. 3/9/2017 Aeren Foundation
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 (20Marks)
Sundersingh hadstudied only upto high school.He was now32 years ofage,lived alone in a rented room, and worked together eight
hourshift at on e petrolpump,then went to the otherone 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 fromhis girlfriend that she was getting married to someone else and he need not
botherher.This was a terrible shockto sundersingh and he fellapart.He stoppedgoingto work,spent sleepless nights, an d was very
depressed.Aftera month,he was runninglowon his savings and approached his earlieremployers to get back his job, but they would
not give hima secondchance.He had to quit his rented room,and sold thefew things that he had. He would do so me odd jobs at the
railway station orthe busterminus.One day,nearly two years ago,he was very hungry and did not have any money and saw a y oung
man selling newspapers. He asked himwhat he was selling and he told himabout Guzara(an independent, non p rofit, independent
newspapersold bythe homelessand economically disadvantaged men and women of this metro city). Sunder singh approached the
office and startedselling the newspaper.He did not make lot of money,but was goodat 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 roomwith two
others.One day,with his savingshe bought a pairofsecondhandNike shoes fromthe flea market. Sunder singh is not unique among
low income consumers,especially in large cities,in wanting and buyingNike shoes.Some experts believe that low income cons umers
too want the same productsandservice that otherconsumerwants.The working poorare forced to spend a disproportionate percent of
theirincome on food,housing,utilities and health care.Theysolely rely on public transportation,spend very little on 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