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CIVIL
MANAGEMENT
Case study
-1
On the
liberalization of Indian economy, an established company had to decide about
entering into
collaboration with a foreign company for new construction project.
On one side,
thinking that there was no harm in approaching various foreign
companies for
the purpose in any case, the management approached a number of
companies; and
due to the reputation of the company, two of the most reputed
companies of
Europe agreed to enter into collaboration with it.
With properly
developed domestic consumers market, demand for housing growing
and eagerness
of foreign companies for the entry in Indian market, there were no
bottlenecks
from government side in obtaining license for collaboration. At present,
there is only
one company in India manufacturing the same products.
The managing
director was weighting the difficulties of legal complications, severity
of competition
from local construction companies, royalty fees to be paid on one side,
and certain
advantages of collaboration on the other, and was vacillating between the
two
alternatives.
He would sometime
say that we could implement the project with local talent without
any foreign
help, and other times plead strongly for collaboration.
In this state
of mind, he went abroad and had discussions with prospective
collaborators
which were highly encouraging. But coming back somehow the idea of
collaboration
was dropped.
Q.1) why did
the Managing Director first think of collaboration
1. Profits
2. Prestige
Q. 2) why did
the idea of foreign collaboration was dropped according to you.
Q. 3) To what
extend does this represent an average Indian decision – making
situation at
the policy level.
Case
study-2:
Shashi and
Rushi are working in the reputed construction company at Mira road
which is
striving for excellence by keeping it self abreast of the developments in
endlessly
changing scenario.
The
functioning of one department headed by Shashi was adversely affected because
of his
traditional style of management. The subordinates were dissatisfied with the
job and were
frustrated and depressed.
The labour
turnover rate was very high and there was increase in the absenteeism.
The
subordinate’s complaints were received by the management. The subordinates
had to take
shelter of the union to take the complaints to the management.
The management
was disturbed and was looking for a proper substitute and Rushi
was identified
for the purpose. His acceptability and credibility have been the highest
in order.
Rushi was
reluctant to accept the new assignment. Man always prefers status quo and
Rushi was no
exception. However, Rushi had to move into the department.
He could
overcome the initial difficulties with his sincere efforts. The subordinates
were given
free hand in setting time bound goals for themselves. A very cordial and
harmonious
atmosphere was created in the department under Rushi which paved a
way in
improving the climate and culture of the organization.
Q.4) you are
required to identify problems involved in the case.
Q.5) What in
your opinion could be the cause for replacement of Shashi and the
secret of the
success of Rushi in so called difficult department?
Q.6)Do you
agree with statement that ‘a true manager should know the art of
managing his
people?
CASE
STUDY-3
Emotion and
Clarity
The dispatch
section supervisor, Amir, about forty-five years old, rather garrulous,
and thinking
well of himself, just got off the phone, shrugged in mock despair and
pulled a face.
He had been trying to get in a word with a customer who was obviously
monopolizing
the talk. He stomped into the next room where Danish, his assistant
was checking
the day’s schedule of dispatches. Danish is about twenty – seven,
attentive to
his work and speaks very little. Here is what Amir said to Danish.
“You know
Danish; we’ve had this Parekh account since 1996. He’s always been a
problem customer
– placing orders at the last minute and expecting us to get him his
goods in
record time. He gives me a headache; I just got off the phone with him. It
took me half
an hour just to get in a word edge – ways. I feel like taking early
retirement and
getting into one of those multilevel marketing businesses. It seems a
lot easier
than all this. I hope you’ll do something about this Parekh. I’ll check back
with you
tomorrow.
Next day:
Amir: Danish,
how did it work out? Did you straighten out the matter with Parekh?
Danish
(puzzled): Huh? What did you want me to do?
Amir
(exploding): You mean after all that I told you yesterday, you didn’t do
anything?
You’re getting as difficult as Parekh! Stop playing games and just get it
done! Danish
(more puzzled): Sure.
And he went
off to the dispatch room to see how he could expedite Parekh’s order.
Q.7) Identify
the vague and imprecise phrases.
Q.8) Identify
the needless details.
Q.9) what
might Danish have said to Parekh on the phone if he had spoken to him
immediately
after this conversation with Amir?
Q.10) how can
you make the communication more productive?
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