M & E CASE STUDY AND INNOVATIVE FOR IA_1

CASE STUDY:

1. If you are chief co-ordinator of the cultural Event "UTSAV" how do you plan the event
[on stage, off stage, indoor, outdoor]
SOL
Title: UTSAV Cultural Event Management: A Case Study in Event Planning and
Coordination

Introduction:
UTSAV, an annual cultural extravaganza, has become a cornerstone event for our organization,
attracting participants and spectators alike. As the Chief Coordinator, the responsibility of
planning and executing this event demands a strategic approach rooted in management
principles. This case study delves into the comprehensive planning process, covering on-stage
and off-stage activities, as well as managing both indoor and outdoor aspects of UTSAV.

Planning and Organizing:

A crucial aspect of successful event management is meticulous planning and organization.
Following the principles outlined in "Principles of Management" by PC Tripathi and P N
Reddy, the planning phase involves establishing goals, defining roles, and creating a detailed
timeline. The organizing stage includes task allocation, team formation, and resource
procurement.

On-Stage Activities:
The on-stage segment of UTSAV encompasses various performances, competitions, and
cultural displays. The management team employs Henri Fayol's principle of unity of direction
to ensure a seamless flow of events. Clear communication channels are established, and
performers are briefed well in advance to avoid last-minute hiccups. Additionally, contingency
plans are developed to address any unforeseen issues during the performances, aligning with
the principle of flexibility in management.

Off-Stage Activities:
Off-stage activities, including registration, ticketing, and logistics, are managed with a focus on
efficiency and customer satisfaction. Applying Max Weber's bureaucratic management
principles, a hierarchical structure is established to streamline decision-making and enhance
organizational effectiveness. Responsibilities are clearly defined, and regular meetings are held
to address any challenges that may arise during the planning phase.

Leading and Motivating:

The success of UTSAV is contingent on the motivation and leadership of the organizing team.
Drawing inspiration from motivational theories outlined in management literature, such as
Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory, efforts are made to ensure
the team's well-being and job satisfaction. Team-building activities are organized, and
recognition programs are implemented to acknowledge outstanding contributions, fostering a
positive and motivated work environment.

Controlling:
Controlling mechanisms are crucial to ensure that the event stays on track and meets
predetermined standards. Feedback loops, regular progress reports, and performance
evaluations are conducted, adhering to the principles of control in management. Any deviations
from the planned schedule or unexpected challenges are addressed promptly through effective
communication and decision-making.
 M & E CASE STUDY AND INNOVATIVE FOR IA_1
Indoor and Outdoor Management:
The indoor and outdoor components of UTSAV require distinct management strategies. For the
indoor segments, facility coordination and logistics planning are paramount. Drawing from the
works of Taylor and scientific management principles, processes are standardized to optimize
efficiency. Outdoor activities demand a more adaptive approach, aligning with the contingency
management principles of Peter Drucker. Weather contingencies, crowd control, and safety
measures are incorporated into the overall event management plan.

Conclusion:
UTSAV's success as a cultural event is a testament to the effective application of management
principles. By integrating planning, organizing, leading, and controlling strategies, the event
not only runs smoothly but also evolves and improves with each iteration. The careful
consideration of on-stage and off-stage activities, as well as indoor and outdoor components,
ensures a well-rounded and memorable experience for participants and spectators alike. The
case of UTSAV serves as a practical illustration of how management principles can be applied
to achieve success in event coordination.

INNOVATIVE
2.
Mr. Prajwal is a senior and has vast experience in the pharmaceutical industry. A newly
established pharmaceutical company producing medicines based on biotechnology,
employed Mr. Ram as its product development executive. A team of young 12 scientists in
biotechnology work under him. These scientists have wonderful ideas and work with zeal
and competitive collaboration attitude. They are highly communicative to each other.
They started communicating with Mr. Prajwal also in the same manner. But Mr. Prajwal
was never used to it and he used to push down his views, ideas and orders to his
subordinates in his earlier organizations.

He started discouraging the scientists while communicating to him, saying that experience
counts much in developing new products. He used to quote his experience as a
subordinate, in following the orders of his boss and implementing ideas similar to those
of their ideas of his superiors.

The young scientists tried to convince Mr. Prajwal but failed. He used to prove that “Boss
is Right “and “Boss is Boss”. The young scientists had a number of new ideas and these
ideas could not see the light of the day. They also found that other companies successfully
implemented ideas similar to those of their ideas. These scientists started leaving the
company one after the other.

The Managing Director of the company in an exit interview found the reason for high
rate of employee turnover among scientist and realized the damage caused to the company
owing to Mr. Prajwal failure in encouraging upward communication. Mr. Prajwal was
made to realize but it had damaged the company and the young minds by that time.

Questions:
1. What are the problems you will find in this case and probable solution as
Managing Director?
2. What do you think about behaviour of Mr. Prajwal and recommend the
strategies to retain the scientists in the company?
Sol
 M & E CASE STUDY AND INNOVATIVE FOR IA_1
1. Problems Identified and Probable Solutions:

Problem 1: Lack of Upward Communication:

The primary issue in this case is the lack of upward communication from the young scientists
to Mr. Prajwal. The communication style of Mr. Prajwal, rooted in a traditional hierarchical
approach, has discouraged the open exchange of ideas. This has led to a stifling environment
where innovative ideas from the talented team are not being heard.

Probable Solution:
Encouraging a culture of open communication is crucial. The Managing Director should
implement initiatives such as regular brainstorming sessions, idea-sharing forums, and
feedback mechanisms to facilitate a more inclusive communication environment. Training
programs on effective communication and active listening could also be introduced to bridge
the communication gap.

Problem 2: Discouragement of Young Talent:

Mr. Prajwal's discouragement of the young scientists is a significant issue. By dismissing their
ideas solely based on his own experience, he has created an environment where creativity and
innovation are stifled. This has led to a high turnover rate among the scientists, resulting in a
loss of valuable talent.

Probable Solution:
The Managing Director should initiate mentorship programs where experienced professionals
like Mr. Prajwal can guide and mentor the young scientists without stifling their creativity.
Encouraging a collaborative approach where both experience and fresh perspectives are valued
can contribute to a more harmonious working environment.

Problem 3: Employee Turnover:

The exit of talented scientists due to the discouraging environment created by Mr. Prajwal is a
significant problem. High employee turnover not only affects the morale of the remaining team
members but also hampers the company's ability to retain and develop intellectual capital.

Probable Solution:
Implementing retention strategies, such as competitive compensation, recognition programs,
and career development opportunities, can help in retaining talented employees. Additionally,
conducting regular employee satisfaction surveys to identify and address concerns can play a
crucial role in maintaining a positive work culture.

Problem 4: Damage to Company Reputation:

The company's reputation has been damaged due to the negative impact of Mr. Prajwal's
management style on the young scientists. This can have long-term consequences in terms of
attracting and retaining top talent, partnerships, and collaborations.

Probable Solution:
The Managing Director should focus on rebuilding the company's image by communicating a
commitment to fostering innovation, a collaborative work culture, and an openness to diverse
ideas. This could be done through public relations efforts, showcasing success stories, and
highlighting the company's commitment to employee development.
 M & E CASE STUDY AND INNOVATIVE FOR IA_1

2. Analysis of Mr. Prajwal's Behaviour and Retention Strategies:

Mr. Prajwal's Behavior:

Mr. Prajwal's behavior reflects a traditional and authoritarian leadership style that is not
conducive to the innovative and dynamic nature of the biotechnology industry. His reluctance
to embrace new ideas and insistence on a hierarchical approach has led to a disconnect with the
younger, more creative team members.

Recommendations for Retention:

1. Leadership Training:
Mr. Prajwal should undergo leadership training programs focused on fostering a collaborative
and inclusive leadership style. This can help him adapt to the changing dynamics of the
pharmaceutical industry and understand the value of diverse perspectives.

2. Incentivizing Innovation:
Implementing incentive programs for successful implementation of innovative ideas can
motivate both Mr. Prajwal and the young scientists. Recognition and rewards for collaborative
efforts and creative solutions can foster a positive work culture.

3. Team Building Activities:

Organizing team-building activities and workshops can help bridge the gap between Mr.
Prajwal and the young scientists. Creating a sense of camaraderie and mutual respect can
contribute to a more harmonious and productive working relationship.

4. Continuous Feedback Mechanism:

Establishing a continuous feedback mechanism where both Mr. Prajwal and the young
scientists can provide input on each other's performance and leadership can create a platform
for improvement. This ensures a two-way communication channel and promotes a culture of
continuous learning and development.