Name: Pooja Harijiwan

Batch: SE-21 Section: B

Department: Computer Science And Software Engineering
Submitted to: Miss. Saba Rizwan

ASSIGNMENT:01

Q1. CASE STUDY 1

As the global leader in satellite navigation equipment, Grm Ltd.

recently hit a milestone number. It has sold more than 100 million of its
products to customers— from motorists to runners to geocachers and more
—who depend on the company’s equipment to “help show them the way.”
Despite this milestone, the company’s core business is in decline due to
changing circumstances. In response, managers at Grm, the biggest maker of
personal navigation devices, are shifting direction. Many of you probably have a
dashboard mounted navigation device in your car and chances are it might be a
Grm. However, a number of cars now have “dashboard command centers
which combine smartphone docking stations with navigation systems.” Sales of
Grm devices have declined as consumers increasingly use their smartphones for
directions and maps. However, have you ever tried to use your smartphone
navigation system while holding a phone to look at its display? It’s dangerous to hold
a phone and steer. Also GPS apps can “crash” if multiple apps are running. Thats’s
why the Ola, is taking explicitly aggressive actions to team up with automakers to
embed its GPS systems in car dashboard. Right now, its biggest in-dash contract is
with Chrysler and its Uconnect dashboard system is found in several models of Jeep,
Dodhe and Chrysler vehicles. Grm is also working with Honda and Toyota for
dashboard systems in the Asian market.
Despite these new market shifts, customers have gotten used to the GPS
devices and its become an essential part of their lives. That’s why Grm’s executive
team still believes there is a market for dedicated navigation systems. It’s trying to
beat some life into the product with new features, better designs, and more value for
customer’s money. For instance, some of the new features include faster searching for
addresses or points of interest, voice-activated navigation, and highlighting exit
services such as gas stations and restaurants.
1-a. What role do you think goals would play in planning the change in direction for
the company? List some goals you think might be important. (Make sure these goals
have the characteristics of well-written goals)

ANSWER:
Goals help define a company's purpose, assist its business growth and achieve its financial objectives.
Setting specific organizational goals can also help a company measure their organization's progress
and determine the tasks that must be improved to meet those business goals. Management goals
are achievement plans communicated to employees. They are specific and clearly defined objectives
used to engage employees in the company process and increase performance.
GOALS:
 Practice active listening technique.
 Improve your persuasion skill.
 Improve team productivity.
 Increase positivity.
 Practice motivational techniques.
 Provide more constructive feedback.

1-b What types of plans would be needed in an industry such as this one? ( for
instance, long term or short term) Explain why you think these plans would be
important.

ANSWER:
Short-term goals because it can be used to break down larger, more general goals. They don't
replace these big, overarching goals, but rather give you a path to achieve them. Setting and
working on short-term goals helps you: Realize what you can accomplish today and take
action.

1-c What contingency factors might affect the planning Grm executives have to do?
How might those contingency factors affect the planning?

ANSWER:
 Organizational Level. Most organizations are hierarchical to some extent.
 Formal vs Informal Planning. Planning Approaches vary based upon the organizational
structure.
 Environment Uncertainty.
 Frequency of Use.
 Length of Commitments.
 Level of Specificity.

1-d What planning challenges do you think Grm executives face with continuing to be
the global market leader? How should they cope with those challenges? (2
marks)

ANSWER:
CHALLENGES & SOLUTIONS:
CHALLENGES:
 Lack of clarity.
 Slow decision making.
 Disjointed conflict resolution.
 Conflicting cooperate culture.

SOLUTION:

1. Put action items and key decisions in writing.

2. Communicate strategy and direction face-to-face whenever possible.

3. Pick up the phone. Never communicate “tough messages” via email, as written
messages can easily be misunderstood.
4. Invest in cultural training.

Q2. Select any article or case study or scenario related to Management and give a
presentation.
Presentation ppt has been attached.