CASE STUDYS

1.You are a CEO of a MNC. In one of your units performance has been

declining rapidly for the last six months. Although the unit head is

commi ed manager, he cannot do much, because according to him, even

though the managers individually are responsible, they lack some

technical computer knowledge, and do not func on as a team.

Ques ons:

Apply what are the OB challenges involved in this and what will you do?

ANS: The situa on described presents several organiza onal behavior (OB) challenges:

1. **Lack of Technical Computer Knowledge:** Managers lacking technical computer knowledge can
hinder their ability to effec vely u lize technology for decision-making, communica on, and
problem-solving. This can lead to inefficiencies, errors, and missed opportuni es for innova on.

2. **Lack of Team Cohesion:** When managers do not func on as a cohesive team, it can result in
communica on breakdowns, conflicts, and siloed behavior. Collabora on and synergy suffer,
impac ng overall performance and produc vity.

3. **Declining Performance:** The decline in performance over the last six months indicates
systemic issues within the unit that need to be addressed promptly. It could stem from a
combina on of factors such as ineffec ve leadership, poor communica on, and inadequate skills or
resources.

To address these OB challenges effec vely, as the CEO, I would take the following steps:

1. **Assessment and Diagnosis:**

- Conduct a comprehensive assessment of the unit's opera ons, including performance metrics,
employee feedback, and team dynamics.

- Iden fy specific areas where technical computer knowledge is lacking and assess the extent of
team cohesion issues.

2. **Training and Development:**

- Implement targeted training programs to enhance managers' technical computer knowledge. This
could include workshops, seminars, or online courses focused on relevant so ware applica ons, data
analysis, and digital tools.
 - Provide opportuni es for cross-training and skill development to ensure that managers have a
well-rounded understanding of technology and its applica ons in their roles.

3. **Team Building and Collabora on:**

- Facilitate team-building ac vi es and workshops aimed at improving communica on, trust, and
collabora on among managers.

- Encourage a culture of openness, where team members feel comfortable sharing ideas, seeking
help, and working together towards common goals.

4. **Leadership Support and Coaching:**

- Provide support and guidance to the unit head to help them address the challenges effec vely.
Offer coaching and mentoring to enhance their leadership skills, par cularly in areas such as
fostering teamwork and driving performance improvement.

- Encourage a par cipa ve leadership style that empowers managers to take ownership of their
roles and contribute to the unit's success.

5. **Con nuous Monitoring and Feedback:**

- Establish regular monitoring mechanisms to track progress towards performance goals and
iden fy any emerging issues.

- Encourage open communica on channels where managers can provide feedback, share concerns,
and suggest improvements.

6. **Resource Alloca on and Support:**

- Ensure that the unit has access to the necessary resources, including technology infrastructure,
training budgets, and external exper se, to address the iden fied challenges effec vely.

- Allocate resources strategically based on the unit's needs and priori es, priori zing ini a ves that
will have the greatest impact on performance improvement.

By addressing these OB challenges proac vely and implemen ng targeted interven ons, the unit can
overcome its performance decline and move towards sustainable success.
Super Engineering Company was a mul -loca onal light engineering

company. It had manufacturing facili es at Hyderabad, Pondicherry, and

Indore. The company adopted budgetary system with main emphasis on

produc on and expense budgets. The budget targets used to be set on

the basis of analysis of produc on facili es and produc on opera ons.

While two units located at Hyderabad and Pondicherry was working

properly and was able to meet their budget targets, Indore unit was not

able to do so. Mr. Narayan was transferred to Indore unit as plant

manager. He joined the company about eight years back as engineer

trainee and became the assistant plant manager at Hyderabad unit, the

biggest of the three units. Narayan was very ambi ous and a li le bit

autocra c. He believed in the exercise of authority and control to carry

out his instruc ons. He was a high achiever and believed in ge ng things

done. He got quick promo ons in the company. Immediately a er joining

at Indore unit as plant manager, Narayan made preliminary study of the

plant and issued instruc ons to all departments to reduce their expenses

by five per cent. A fortnight later, he instructed the departments to

increase produc on by ten per cent. He also instructed all supervisors to

strictly adhere to budgets. He introduced several new reports and

watched the opera ons very closely. He suspended two supervisors in

the second month for not mee ng the budget targets. Subsequently, two

supervisors le the plant. With all his efforts, the unit was very much on

the right track and within six months, exceeded the new budgeted figures

by eight per cent. On se ng the plant right, he was called back at

Hyderabad unit as plant manager where vacancy arose. However, shortly

a er he le for Hyderabad, the produc vity at Indore unit fell below the

earlier level and the budget was again in trouble.

Ques ons:

1) Analyse the type of organisa onal behaviour model adopted by

Narayan at Indore unit.

ANS:- The organiza onal behavior model adopted by Narayan at the Indore unit can be characterized
as predominantly authoritarian and task-oriented. Let's break down the key aspects of Narayan's
approach:

1. **Authoritarian Leadership:**

- Narayan's leadership style leans heavily towards authoritarianism. He believes in the exercise of
authority and control to ensure that his instruc ons are carried out promptly and effec vely.

- He issues instruc ons to all departments without much consulta on or input from the team
members. This indicates a top-down approach to decision-making and management.

2. **High Task Orienta on:**

- Narayan priori zes task accomplishment and performance targets over building rela onships or
fostering a collabora ve work environment.

- His primary focus is on achieving specific goals such as expense reduc on and produc on
increase, rather than considering the broader implica ons for employee morale or long-term
sustainability.

3. **Result Orienta on:**

- Narayan is highly result-oriented and believes in ge ng things done quickly and efficiently.

- He sets aggressive targets for expense reduc on and produc on increase, closely monitors
progress, and takes swi ac on to address any devia ons from the set targets, such as suspending
supervisors who fail to meet budget targets.

4. **Autocra c Tendencies:**

- Narayan's approach exhibits autocra c tendencies, where he imposes his decisions and direc ves
on the organiza on without much input or collabora on from others.

- He expects strict adherence to budgets and introduces new reports and monitoring mechanisms
to ensure compliance, demonstra ng a preference for centralized control and oversight.

5. **Short-Term Focus:**

- While Narayan's interven ons ini ally yield posi ve results, such as exceeding budgeted figures
within six months, the long-term sustainability of these improvements is ques onable.

- His focus on short-term fixes and immediate results may overlook systemic issues within the
organiza on, leading to a lack of con nuity in performance improvement efforts.

Overall, Narayan's organiza onal behavior model at the Indore unit can be characterized as
authoritarian, task-oriented, and result-driven. While this approach may yield short-term gains, it
may also create challenges in terms of employee morale, innova on, and long-term organiza onal
effec veness.
3 Differing Percep ons at Clarkston Industries
Susan Harrington kept tapping her desk. She had a serious issue and didn't
know what to do. She trusted Jack Reed, but she thought she was the last
office member to. Perhaps reliving the story might help her find the answer.
Susan was Clarkston Industries' distribution manager for over 20 years. An
early arrest and brief prison sentence taught her the value of honesty and hard
work. After Henry Clarkston gave her a chance despite her past, Susan took
advantage. She was now a well regarded manager. Few know her history.
Susan employed Jack Reed six months after his release. Susan appreciated
Jack's desire to explain his history and seek for another opportunity. Susan
gave him a chance as Henry Clarkston did. Jack immediately took a loading
dock job and loaded trucks faster than the workers.
Initially, everything was well. Jack acquired many new acquaintances and
was liked by everybody. Susan was somewhat alarmed two months earlier
when another dock worker reported his wallet gone. When she addressed
Jack, he understood her worry and politely denied his guilt. After a few days,
Susan was relieved to find the wallet.
Last week's events generated major issues. Firstly, a new personnel clerk
found Jack's old records when updating employee files. The clerk told many
colleagues that ex-convicts like Jack should be given a chance, assuming the
information was general knowledge. A bookkeeper found petty cash money
missing the next day. Another worker saw Jack near the office strongbox,
which was open during business hours, earlier that day.
Most believed Jack stole. Even the worker whose wallet was lost thought Jack
had stolen it but returned it when questioned. Susan was approached by
colleagues who wanted Jack fired. Jack was combative and surly when Susan
brought up the petty-cash issue, saying only that he had not stolen anything.
Susan was disappointed to find that reworking the tale did not help. Should
she fire Jack? Although the evidence was circumstantial, everyone appeared
to see it plainly. Susan worried that if she didn't dismiss Jack, she'd lose
everyone's trust and some could doubt her intentions.
Case Ques ons
• Explain the events in this case in terms of percep on and a tudes.
Does personality play a role?
• What should Susan do? Should she fire Jack or give him another chance?

ANS:- In this case, differing percep ons and a tudes play a significant role in shaping the outcome of the
situa on. Let's analyze the events from the perspec ve of percep on, a tudes, and the role of personality:

**Percep on and A tudes:**

1. **Percep on of Jack's Past:** Susan ini ally perceives Jack posi vely, seeing his desire to seek another
opportunity and apprecia ng his efforts to explain his history. However, the discovery of Jack's past records
triggers a shi in percep on, both for Susan and other employees.
2. **Assump on of Guilt:** A er the discovery of Jack's past records and the subsequent incidents of missing
wallet and pe y cash, many colleagues assume Jack's guilt without concrete evidence. The percep on that ex-
convicts are prone to criminal behavior influences how Jack's ac ons are interpreted.

3. **A tude Towards Ex-Convicts:** The personnel clerk's comment about giving ex-convicts a chance
indicates a posi ve a tude towards rehabilita on and second chances. However, this a tude may also lead to
assump ons that Jack's ac ons are a reflec on of his past rather than evalua ng them based on the current
circumstances.

**Personality:**

1. **Susan's Personality:** Susan's experience of overcoming her own past and being given a chance by Henry
Clarkston shapes her personality and approach to managing Jack's situa on. She ini ally shows empathy and
willingness to give Jack a chance, reflec ng her belief in redemp on and second chances.

2. **Jack's Personality:** Jack's personality traits, such as being comba ve and surly when confronted about
the pe y-cash issue, suggest a defensive stance and reluctance to engage in open communica on. His behavior
may stem from a sense of frustra on or feeling unjustly accused, impac ng how others perceive him.

**What Susan Should Do:**

1. **Evaluate the Evidence Objec vely:** Susan should carefully evaluate the circumstan al evidence against
Jack, considering factors such as his past records, the missing wallet, and the pe y cash discrepancies. She
should avoid making hasty decisions based solely on assump ons or hearsay.

2. **Conduct a Thorough Inves ga on:** Susan should conduct a thorough inves ga on into the incidents,
gathering all available evidence and interviewing relevant par es, including Jack. This will help clarify the facts
and determine whether there is sufficient evidence to support allega ons of wrongdoing.

3. **Consider Alterna ve Explana ons:** Susan should consider alterna ve explana ons for the
discrepancies, such as procedural errors or misunderstandings, before jumping to conclusions about Jack's
guilt. It's essen al to approach the situa on with an open mind and consider all possibili es.

4. **Provide Support and Guidance:** Regardless of the outcome of the inves ga on, Susan should provide
support and guidance to Jack. If he is found innocent, Susan should reassure him of her support and address
any concerns he may have about his reputa on. If he is found guilty, Susan should offer resources for
rehabilita on and assistance in finding alterna ve employment.

5. **Maintain Transparency and Communica on:** Throughout the process, Susan should maintain
transparency and open communica on with all employees, reassuring them that the situa on is being
addressed fairly and objec vely. This will help preserve trust and morale within the organiza on.

Ul mately, Susan's decision regarding Jack's employment should be based on a thorough assessment of the
evidence, considera on of his past performance and behavior, and adherence to organiza onal policies and
values.
CASE STUDY-3 (ANS)

ZOOM
Case Study
Ajay, doing MBA with a Management Institute, has taken up a
summer job in a big factory at Faridabad. He has been
assigned to
small groups of men who are responsible for loading and
unloading
the boxcars that supply the materials and carry away the
finished
goods of the factory.
After two weeks of the job, Ajay was amazed at how little work
the
men in his crew accomplished. It seemed that they were found
standing around and taking or in some cases, even going off to
hide
when there was work to be done.
Ajay often found himself unloading a boxcar while the other
members of the crew were off messing around somewhere
else.
While Ajay complained to his co-workers, they made it very
plain
that if he did not like it he could quit, but if he complained to the
supervisor, he would be sorry.
Ajay has been deliberately excluded from any of the crew’s
activities
such as taking breaks together or having snacks at the popular
restaurant across the street.
Yesterday, he went up to one of the old members of the crew
and
said, “I don’t know why you people behave like this. I am just
trying
to do my job because I am here only for my summer
assignment. I
get a good salary which is all that I care about. I would have
liked to
know you all better, but frankly I am sure that I am not like you
all.”
The elder man replied: ”Ajay, if you had been here as long as I
have,
you would have been just like us.”
Questions:
(a) Explain the group process involved in this case.
(b) Describe the degree and type of motivations of Ajay and
other
members.
(c) Do you think Ajay would have change his attitude if he were
to
stay longer in the job. Explain the reason for your answer.

ANSWER:- (a) **Group Process:**

The group process in this case appears to involve several dynamics:

1. **Social Norms and Group Culture:** The crew members have established social norms and a
group culture that priori ze leisure over work. They engage in slacking off, hiding from work, and
excluding Ajay from group ac vi es. This culture may have developed over me through shared
experiences and reinforcement from peer behavior.

2. **Social Iden ty and Group Cohesion:** The crew members have formed a cohesive group with a
strong social iden ty. They exhibit in-group favori sm by excluding Ajay and maintaining solidarity
against external threats, such as Ajay's complaints to the supervisor. Their collec ve iden ty is
reinforced through shared experiences and a sense of belonging.

3. **Social Influence and Conformity:** Ajay's a empts to confront the group's behavior are met
with resistance and defiance. The crew members pressure him to conform to their norms and
discourage him from seeking interven on from authority figures. This demonstrates the power of
social influence within the group.

4. **Conflict and Communica on:** There is evident conflict between Ajay and the crew members
regarding work ethics and expecta ons. Communica on breakdowns occur as Ajay's complaints are
dismissed, and he is ostracized from group interac ons. The lack of effec ve communica on
exacerbates the tension between Ajay and the crew.

(b) **Mo va ons of Ajay and Crew Members:**

1. **Ajay's Mo va ons:** Ajay's primary mo va on appears to be earning a salary and fulfilling his
summer assignment requirements. He is driven by extrinsic rewards and is focused on comple ng his
job tasks efficiently. He may also have an intrinsic mo va on to perform well and build rela onships
with his coworkers, although this is hindered by the group's resistance.

2. **Crew Members' Mo va ons:** The crew members' mo va ons seem to revolve around
socializing and avoiding work. They priori ze leisure and social ac vi es over job performance and
may be mo vated by the desire for social approval and peer acceptance. Their behavior suggests a
lack of intrinsic mo va on for work-related tasks.

(c) **Likelihood of A tude Change for Ajay:**

It is unlikely that Ajay would experience a significant a tude change if he were to stay longer in the
job. The entrenched group dynamics and social norms within the crew make it challenging for Ajay to
influence their behavior or assimilate into the group.

1. **Group Cohesion:** The crew's strong social cohesion and resistance to external influences, as
evidenced by their exclusionary behavior towards Ajay, indicate a reluctance to change their
a tudes or work prac ces.

2. **Socializa on Processes:** Ajay's a empts to confront the group's behavior have been met with
hos lity and rejec on. The elder crew member's response suggests that Ajay would eventually
conform to the group's norms if he were to remain in the job longer.

3. **Limited Influence:** Given Ajay's temporary status as a summer worker and the crew's
entrenched group dynamics, he lacks the authority or influence to challenge the status quo
effec vely.

In summary, Ajay's ability to change the group's a tudes and behavior is constrained by the strong
social cohesion and resistance within the crew. Without significant interven on or changes in group
dynamics, it is unlikely that Ajay would experience a shi in a tude during his me in the job.
Page
of 2
ZOOM
UMA NAIR - RATHAN SINGH
Uma Nair grew up in a small town near Trivandrum in
Kerala State. She was
the third generation of the Nair family in this town. Her
grand-parents had come
from Delhi after retirement to take care of herself and
her younger brother. Her
parents had always kept themselves busy in social
functions and social service
activities. However, neither of Uma's parents had
undergone formal college
education. Surprisingly, her father's I.Q. level was
relatively very high. She
used to get adequate encouragement from her parents,
at every stage, to do well
in education. They used to save their hard earned
money to let her pursue
university education. Brought up under this affectionate
parental care,
Uma had tried to improve her mental faculties in every
conceivable way. To
support herself, she had also started taking up odd jobs
during summer seasons.
She always came out with flying colours both in her
school and college days.
She had very little difficulty in securing admission in
Calicut University where
she did her M.B.A. Her creative abilities had been
immediately recognized by
an Advertising Agency in Mumbai, where she had gone
to attend a seminar on
International Marketing during her University life. Uma,
now 38 years old, has
been working in the same company for 15 years and
has earned a creditable
work record over the years.
One of Uma's co-workers is Rathan Singh. He grew up
in a small town near
Bhopal. His parents hold postgraduate degrees in
Commerce. His grandfather
has retired from military service very recently.
Despite this rich family background, Rathan could not do
well during his school
and college days. He could. however, prove his mettle in
organizing debates,
functions and extra-curricular activities. After finishing
his degree, he has
obtained a Diploma in Journalism from a prestigious
institute in Mumbai. He
has joined the advertising agency afterwards. Mr. Singh.
now 27 years old. has
been working in the company for 5 years and has a
wonderful work record to
his credit,. He maintains good relations with all the
employees in his section.
He is young. dynamic and aggressive. He decides
things quickly and his success
rate is quite high in the company. Of course. his
competitive spirit had always
earned him. No doubt, praise from the 'top' but, at the
same time, has brought
him many enemies both within and outside the
company. Though liked by his
workers for his social behaviour, he is disliked by his
colleagues / competitors
in the organization.
Now, the job of a Chief Copy Editor has fallen vacant for
which Uma Nair and
Rathan Singh are the two potential candidates. The
General Manager of the
company declared: "The job demands a
good personality. The prospective should be able to
maintain good relations
with all the people in
the organization. We need someone who can get along
with customers,
coordinate organizational
work and meet the deadlines."
QUESTIONS
1. Based on the above brief sketches. explain the
personalities of Uma Nair and
Rathan Singh.
2. Who is likely to get the job? Discuss male/female
implications also.
3. In your opinion who deserves the job?

ANSWERS:-S **Personality Analysis:**

1. **Uma Nair:**
- Background: Grew up in a small town near Trivandrum, Kerala, with a supportive family.
Received encouragement for education despite parents' lack of formal education.
 - Education: Completed MBA from Calicut University. Creative abilities recognized by an
advertising agency during a seminar on International Marketing.
- Work Experience: Has been working in the same advertising agency for 15 years with a
creditable work record. Likely has developed strong analytical and creative skills over the
years.

2. **Rathan Singh:**
- Background: Grew up in a small town near Bhopal, with parents holding postgraduate
degrees in Commerce and a grandfather retired from military service.
- Education: Obtained a Diploma in Journalism from a prestigious institute in Mumbai.
Joined the advertising agency after finishing his degree.
- Work Experience: Has been working in the company for 5 years with a wonderful work
record. Known for his dynamic and aggressive nature, quick decision-making, and high
success rate.

**Likelihood of Getting the Job:**

Based on the job requirements stated by the General Manager, both Uma Nair and Rathan
Singh possess certain qualities that align with the position of Chief Copy Editor:

- Uma Nair: With 15 years of experience in the advertising agency and a proven work record,
Uma likely has strong analytical and creative skills. Her ability to improve her mental
faculties and excel in education suggests a disciplined and dedicated approach to her work.

- Rathan Singh: Known for his dynamic and aggressive nature, quick decision-making, and
high success rate, Rathan may excel in meeting deadlines and coordinating organizational
work. His ability to maintain good relations with all employees in his section indicates strong
interpersonal skills.

**Implications of Gender:**

- Gender bias may play a role in the selection process, as the job description emphasizes the
need for a "good personality" and someone who can maintain good relations with all people
in the organization.
- Historically, women may have faced challenges in being perceived as assertive or decisive
in leadership roles, which could impact Uma Nair's candidacy despite her qualifications and
experience.
**Deserving Candidate:**

The deserving candidate for the job should be evaluated based on their qualifications,
experience, and ability to meet the job requirements effectively. Both Uma Nair and Rathan
Singh possess unique strengths and qualities that could contribute to the role of Chief Copy
Editor. Ultimately, the decision should be made based on merit, without consideration of
gender biases, ensuring that the most qualified candidate is selected for the position.