CASE ANALYSIS

ON

INTERNATIONAL STEEL INDIA

COURSE CODE – 22MBA16
PRESENTED BY

1. NIKHITA S DONI - 1BI23BA059

2. RAHUL J - 1BI23BA072
3. RAKESH B H - 1BI23BA075
4. RAKSHITH GOWDA - 1BI23BA078
5. SUHAS B SOGLAR - 1BI23BA099
6. VEERESH MALAGI - 1BI23BA108
7. VISHAL - 1BI23BA110
SUBMITTING TO

COURSE COORDINATOR

Associate Prof. Dr . CHAITRA BOCHEER K S

International Steel India is
a multinational company
with its Indian office as
well a plant in Mumbai. It
employed about 5,000
workers in the plant and
head office.

INTERNATIONAL STEEL INDIA

COMPANY
MEET
MR STRICT
(PLANTMANAGER)
In the plant, there were prohibited
areas, where smoking was not
permitted During his morning
round one day, Mr. Strict observed
that 3 or 4 workers were smoking
in prohibited area .
According to him, was breach of discipline and failure to
observe the plant rules. He was incensed at the insolence of
workers and took them to task. He used some strong language
"Damn fools, what you are doing? Don't you know that you
are not supposed to smoke in this area? I will kick you out. I
will give the sack to all of you. Bloody bastards”
The workers were infuriated.
They got together with their
other comrades and soon they
decided to go a lightening
strike.
Meet
Mr. Brajesh Misra
(Personnel Manager)
Mr. Misra, the Personnel Manager, was summoned by
the Plant Manager, Mr. Strict. Mr Misra apprised Mr.
Strict of the explosive situation in the plant
"What do you want?”, Mr. Strict asked.
They want a written apology from you, Mr Brajesh
Misra
“Bastards, they will have an apology from me over
my dead body Charge shoot the smokers and sack
them immediately", Mr. Strict replied
Mr Misra tried to reason with both the Union and
Mr. Strict. He brought the situation to the notice of
the Chairman of the соmpany , Mr. M Agrawal, who
was known for his pragmatism.
There were a number of meetings of executives over
the next three days at the head office, But no
solution soomed to emerge.
In the meanwhile, the Union leaders approached
the Labour Minster to intervene
The labour minister summoned the Chairman and
told him that a compromise must be worked out so
that the strike might be called off .
The Chairman realized that only a compromise would solve
the problem. He held a meeting at the plant Mr. strict told the
Chairman that he would not apologise in writing and that the
Chairman should back him up and that the smokers should get
the suck Mr Misra pressed for a compromise by which
everybody's face would be saved . The Chairman told the
decision
I think we will not achieve company's objectives if there is a
prolonged strike. I suggest that Mr. Strict should offer a mild
oral apology to the workers and the smokers also should
apologise to the plant manager and that workers should call off
the strike. I know It is difficult you to offer even a mild oral
apology. Don't say no straightaway. Think about it. I will give
you 24 hours Let me know your decision by this time tomorrow.
By tomorrow evening I want the workers back in the plant.
The next day, at 8:00 a.m. Mr. Strict, along with Mr. Misra,
came to the gate, where the workers had gathered. He offered
an apology in his broken Hindi , "My dear brothers, I am
sorry, I became angry and abused you . I request you to
excuse me" After the apology, he went on to add in English
"Now you go to hell and get out from here. Move your butts,
and be quick”,
Mr. Misra interrupted lam and requested him to stop and not to
create any further problem.
The employees went back to work.
SITUATION -
1.Between Workers And Mr. Strict.

2.Between Mr. Strict And Mr. Misra.

3.Between Chairman And Mr. Strict.

COMMUNICATION ERROR-
Mr.STRICT :
1. Used Harsh Words
2. Concreteness In His Communication
3. Not Being Courteous (Lack Of Respect, politeness, Tone Etc.
4. Rigid Character
5. Repeating Same Mistake Again
6. Defending Himself
7. Reacting Instead Of Responding
8. Crisis In Communication
Mr.MISRA :
Ineffective Mediation: Didn’t Address The Root Cause Of The Issue Or
Effectively Communicate The Need For Resolution To Both Parties.
CHAIRMAN :
Chairman ‘S Attempt At Conflict Resolution Lacked Clarity And Failed
To Address The Underlying Issues.
LOSS OR GAIN –
1.Due To Strike Reputation Of Company Decreases
2.Due To Strike The Production Has Stopped
3.Delayed Delivery Of Goods
4.Impact On Shares Of Company
5.Competitor May Have Grabbed The Customer
6.Value For Manager Role Has Been Lost
PROBABLE SOLUTION –
1. Instead Of Using Strong Words, Manager Would Have Warned
Them Politely
2. Case Would Have Been Solved Earlier By An Apology From Mr.
Strict.
3. Appointing Plant Manager Who Knows Hindi And Maintain
Good Relationship With Workers.
4. Fine On Workers For Breaching The Rules And Discipline , So
That They Wont Repeat.
5. Separate Smoking Zone For Workers
6. Apology And Acknowledgement From Both Workers And
Manager.