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.