OB CASE STUDY

Mayir Rizwan
Muhammad Ammar 17005
Ibtehaj Uddin 17340
Taimoor
OB Case Study

Table of Contents
Executive Summary.......................................................................................................................3
Introduction....................................................................................................................................3
The Vision Statement....................................................................................................................4
The Mission Statement..................................................................................................................4
Introduction to Pakistan's Automobile Industry........................................................................5
The HR system at DMPL..............................................................................................................6
Emotional Intelligence...................................................................................................................6
Analysis.........................................................................................................................................14
Conclusion and recommendations.............................................................................................17

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Executive Summary
The instructor assigned this project, to groups of 5 students, in order for us to have a direct

interaction with a corporate firm and help us better understand how these firms uses emotional

intelligence in work practices. We want to see is emotional intelligence help to improve

performance or not and  we gain deep insights through interviewing the person from the industry.

We interviewed Mr. Shahab Mansoor (Head of the Finance department) from Dewan Motors

Private Ltd to complete our project.

Prime objectives of our project were:

·         The importance of emotional intelligence in the workplace?

·         How do you implement emotional intelligence  in the workplace?

·         What are the benefits of having emotional intelligence in the workplace?

·         What are some emotional intelligence skills?

Introduction
Dewan Motors Private Ltd. was established with an ambition of importing BMW (sedans and

SUVs) from Germany. The company has an importing license from BMW, and has been

importing BMW cars since 2004 when it announced its partnership with the renowned German

manufacturers. Over the years, DMPL BMW has strived to make sure that the company provides

its customers with the latest BMW Models, customer care and after sales/repair services to

ensure their loyalty and trust. (DMPL, n.d.)

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The company operates in three regions of the country: North, South and Central. They have

showrooms, workshops and offices in Karachi, Islamabad and Lahore. It is now looking forward

to establishing its offices and showrooms in Faisalabad and Sialkot. The company has around

250 employees in every region. the company sends its employees and workers to training centre

in Germany and Dubai for their development. At these training centers, marketing and sales

teams are exclusively guided and informed about the unique features of the latest models of the

BMW. (BMW-Pakistan , n.d.)

BMW is a widely known brand and it needs no marketing whatsoever. The company’s marketing

department plans different sessions, arranges meetings, conducts seminars and formal dinners

throughout the country and market the uniqueness of their product in compare with other brands.

BMW is a car for ‘super-rich’ people. Their main target market includes politicians, bureaucrats,

the business community and the army brass. 

OUR VISION
To lead each sector that we operate in, creating value for all our stakeholders. To diversify with

sustainable growth in sharp focus, based on a corporate culture that seeks self-responsibility,

delights in diversity and incentivizes integrity.

OUR MISSION
While seeking this leadership position, we operate in a manner that contributes positively to the

company, community and the country in an environmentally friendly and sustainable manner.

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Introduction to Pakistan's Automobile

Industry
Since the first production of a car in 1953, the industry has come a long dirty, bumpy ride. From

1950-69, the industry saw a boom. This was the time period when a lot of major automobile

manufacturers of the world came to Pakistan and set up their plants in a joint venture with

Pakistani companies. Then came the 1970, when there was a mass nationalization and

bureaucratization. Many companies were bought out or merged into others. This killed the

manufacturing in Pakistan.

During the 1990-2009 period, there were a lot of irregularities in the industry. Many companies

were then privatized and acquired by foreign companies. From 2010 onwards, there's been a

rapid growth in the industry as sales have increased multiple folds. The industry has again taken

a hit last year due to a change in the fiscal and monetary policies of the new government.

DMPL(BMW) competes against Sigma Motors (Land Rover), Volvo Pakistan (Volvo), Premium

Motors (Audi), Porsche Pakistan (Porsche) and Shahnawaz Limited (Mercedes Benz).

The HR system at DMPL.

In April, 2018, head of the HR, left DMPL, and since then they haven’t found her replacement.

The recruitment process has been slowed down because of the economy and the company

doesn’t hire fresh graduates. Today DMPL takes services from several HR consultants but isn’t

looking forward to hiring an HR head. Recruitments, if any, are made by the respective

department heads where the applicant has applied. Employee relations, payroll and benefits and

training all fall under the job description of department heads and Director Operations.

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Emotional Intelligence.
Emotional intelligence or EQ is referred to as one’s ability, a critical one when it comes to

interpersonal communication, to understand, perceive, manage and get familiarize with

emotions. People are supposed to understand other people, but a lot of people can’t understand

the emotions that are exhibited by other people. That’s because these people aren’t emotionally

intelligent. It’s believed that nature has to do with EI, but recently it’s been found out that there

are several skills a person can enhance to be more emotionally intelligent.

Everyday managers have to make decisions and often emotionally charged decisions are taken.

With globalization, emotional intelligence is more significant than ever when teams are cross-

cultural and global, Increasing the complexity of interactions of emotions and how they are

expressed.

Our interviewee greatly helped us gain extensive knowledge to help us answer these questions

and decipher how emotional intelligence in the workplace really work. We learned how firms in

the modern era have become efficient and proactive regarding how to use EI effectively to boost

productivity.   

To collect the relevant information, primary and secondary research methods were used.

Questionnaires and interviews were conducted at the Head Office of Deewan Motor.

Q. The importance of emotional intelligence in the workplace

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 It’s imperative for an organization to have managers and leaders who are emotionally

intelligent. Employees and team members at any organization/institution are liable to be dragged

down by their emotions; and one being dragged down or lagged behind may slow down the

momentum of the organization.

At dewan, people sometime display emotions that are taken as negative and then the managers

take effective measures to solve the issues with those people and the troubles they cause others.

Also majority of employees at dewan are emotionally intelligent.

Q. How do you implement emotional intelligence in the work place?

I, as the head of Finances, feel that it is my responsibility that my sub ordinates’ personal

problems do not reflect in their work at the office and do not affect the work place environment.

So, because of this, we have tried to maintain a very informal environment at the work place,

there are no doors in the office, anybody can come in my office and most importantly we all eat

lunch together where everyone talks to each other. So, by this we have tried to minimize that gap

and difference which is there between the boss and the employee. Also, because the environment

is so informal, the employees feel comfortable to smoke with me or any of their bosses and I

believe this is where they open up the most to me about any of the problems they have at home

or work so it just helps me to understand them better. Another very important thing is that we are

all a family here, we have a WhatsApp group where we share jokes and memes and it is always

like if there is a function at any of the employee’s home, they would definitely invite all of us

there. This all helps us to understand our people better and what each of them need.

Q. What are the benefits of having emotional intelligent people at work place?

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It definitely helps us to make inter and intra department relationship better. Most importantly

because in our line of business, there is usually a dispute between the finance and the sales

department at the end of the financial year because the finance department feels that the sales

department gets really active during that time and increase sales than the rest of the year and then

the finance department has to work extra but because the environment now is so friendly that

people from different departments eat and smoke together, it is very easy to convey that message

in a friendlier way.

Another benefit is that it is easier to understand different peoples’ emotions and understand if

they are facing any kind of problem at home or anywhere which is affecting their work.

Emotional intelligence recently helped us a lot when the government imposed heavy duty on

imports and because our whole business is about imports, we had to face a decrease in sales of

about 40%, and because of that we had to cut down salary and bonuses of the employees which

again demotivates them to work but to our surprise the work wasn’t as affected as we had first

anticipated.

Q. What are some of the emotional intelligence skills used by managers at Dewan Motors?

Communication and inter personal skills definitely. If you do not have these skills, the relation

between you and the people working for you would be very professional and because of that they

will never open up to you as they would to a friendly boss. And this helps us to understand and

manage our people better.

Q. What is more important, EQ or IQ?

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I believe they both go hand in hand. If a person doesn’t have IQ, he can never get to a post of

authority. For a person to get the position of DG or MD, he must have a good IQ. Now I don’t

believe that every leader has EQ, for example my DO is not friendly at all, he just wants to get

the work done, no matter if he has to scold someone to get that done but again he is very

intelligent and definitely has high IQ. I believe both EQ and IQ are important but every leader

has a high IQ.

Q. What are the problems you face in improving emotional intelligence of the employees?

The environment that we have here helps our employees a lot. We work not as a team but one

big family, and that’s a reason why we have come this far. We have cricket tournaments every

now and then and it’s good for all of us to spend some time together outside this building, and

that’s where we connect. Some problems that we face are employees being indifferent but that is

a case for a few people only. Direct Operations and CEO at dewan are two of the most

indifferent people who don’t care about anything that’s been going with their team. All they want

is their numbers to go up. Lobbying is another problem we face. Sometimes, one department or

team stands in the way of the other. We have tried to minimize that through effective

communication, but every now and then a situation occurs and a scene is created; and even after

resolving those issues, amicable relations aren’t restored.

We gave a questionnaire to 7 Dewan Motors’ employees and recorded their answers in ‘Yes or

No’ or on a Likert scale from 1-5.

Q. Do you understand the term Emotional Intelligence?

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 Q. Do you like the working environment of Dewan Motors?

Answer the following questions on a scale of 1-5, 5 being the highest and 1 being the lowest.

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Q. To what extent do your co-workers and managers help you if you’re having a bad day?

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 Q. To what extent do you solve your workplace problems by communication?

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Q. To what extent are you willing to go to help your co-workers emotionally?

Analysis
When we first entered the DMPL office at Dewan House, we immediately concluded about the

work environment that it was quite friendly and informal. The information that was given to us

by the Head Finance department, paints the same picture. A lot of leadership traits and attributes

pertaining to EI, were already there. The claims made by the respectable GM were bolstered

when we saw people actually sitting together, talking to each other. Managers have their separate

rooms but their subordinates don’t. They sit together at desks close to each other.

We skimmed from the articles we read about the basic concept of EI and its importance in our

daily lives including the work environment i.e. organizations. After all, OB is about how people

behave in an organizational setting. We also found out about the skills, traits and attributes that

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boost EI, the correlation between IQ and EI, how it affects mental and physical health, helps you

take better decisions, how it increases performance and productivity, link between EI and

leadership effectiveness, EI and work stress, EI and organizational commitment.

At Dewan, managers and their subordinates have a very friendly relation and hence are a team

that works toward betterment together. Better communication among them leads to better

delegation and no hesitation. Employees are able to ask confidently their managers/bosses about

queries and any help. That’s how they learn about managing stuff around and have chances of

growth in future. From the articles we read, we found out that skills and traits such as

interpersonal skills like communication skills help managers be more emotionally intelligent, and

interestingly our find at Dewan backs it. Managers have better communication and interpersonal

skills and hence are emotionally intelligent. They listen to their team members, talk to them and

understand their woes.

We also found at Dewan that IQ and EQ have no correlation whatsoever. Leaders can have high

IQ and low EQ at the same time. Most managers and department heads at dewan have both high

IQ and a high EQ, but we also found that that’s not always the case and that’s also what studies

show: EQ and IQ are not correlated.

Having a leader with high EQ, allows a team to excel in productivity and performance, says a

study we cited in our bibliography. Mr. Shahab is of the same view, and thinks that it’s

imperative for a team to excel to have a leader that not only gives/shows direction to the

members but also takes care of them. Members find a sense of belongingness and then utilize

their energy in taking the organization forward, achieving new heights.

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The articles also talked about studies showing a negative relationship between EI and stress, and

a positive relationship between EI and organizational commitment. Mr. Shahab also endorsed

these finds and thinks that there is a positive relationship between EI and organizational

commitment. We people understand each other’s emotions they tend to like their company and

hence they feel committed to the company. Also, EI and work stress has a negative relation, said,

Mr. Shahab. He said some of his employees used to take work stress and used to get freaked out

at little assignments/homework but now once they became part of the Dewan family and started

hanging out with their colleagues the complaints have reduced.

Mr. Shahab also said that he believes that their work environment has deep roots in overall

performance of DMPL. At first things were different, but today the trickle-down effect has

effectively brought people together. Managers have friendly relation with their employees, and in

turn employees behave with their colleagues the same way. According to him, having better

communication skills only can make a person a lot more emotionally intelligent.

People at DMPL help themselves with practicing and improving: self-awareness, self-regulation,

social skills, empathy and motivation. These help them with: better/confident decision making,

coping with job-stress, mediating conflicts or maintain group-harmony and effectively delegate,

understand and teach.

He also shared with us that he thinks work alone kills the environment and morale of the team.

That’s a reason why at Dewan lots of activities like sports, picnics, dinners, and promotional and

launch events as well as bonuses for best employees. These incentives keep the team moving in

the same direction and achieve goals it’s set for itself.

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Conclusion and recommendations

We have come to conclude that overall atmosphere in Dewan Motors Private Limited is friendly

and emotionally intelligent, where people care about each other and understand each other’s

emotions. And via this approach, Dewan has able to increase its sales and services over the

years. Through the effective communication, managers at dewan come to know about their

employees and make sure that everybody is rowing the boat in the right direction.

After talking to the manager at dewan, we, as a group, have realized the importance of EI in the

workplace and anywhere outside workplace as well. We now have an idea about the

implementation of EI in the workplace and how crucial it is for an organization to move forward.

Although the overall work environment at DMPL is really positive but there are a few things like

lobbying, one or more departments teaming up against the other, DO being indifferent about

problems people have within and outside work. Other problems include DO presiding every

meeting and takes every decision himself. And during those meetings people don’t disagree with

the DO.

Our recommendations are that people at DMPL first divide the strong departments into two or

more to stop lobbying. According to Mr. Shahab, sales and marketing is a single and the

strongest department. So, it can be divided into two separate departments. Similarly, two

departments can be merged into one to balance the power. DO shouldn’t preside over every

decision-making meeting, and he shouldn’t be the only one speaking. Others should be given a

chance too.

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The group consists of four inexperienced members who doesn’t know a lot about the corporate

world yet. These recommendations may not work at all, but at least it’s an honest work.

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