Dear Mr. Saleem I would be glad if you can email me all your CASE STUDIES. I would love to answer them in my free time. Kindly do the needful. With profound regards
From India, Chennai
288From India, Chennai
Dear Simhan
Thank you for raising questions. All these case studies, were part of my examination which I submitted in December, 2010. I received my marks list too, but the case studies what I have submitted on this site, I received very less marks, I requested the university to give me a reason for the same, but you know, that they dont give such suggestions. As this site is full of experts like you, I wanted to check, where I have gone wrong.
I think the base for your question is now-a-days there are many individuals who have come in HR field without proper qualificiations or experience and seek support from experts and proceed with their problems.
From India, Hyderabad
Thank you for raising questions. All these case studies, were part of my examination which I submitted in December, 2010. I received my marks list too, but the case studies what I have submitted on this site, I received very less marks, I requested the university to give me a reason for the same, but you know, that they dont give such suggestions. As this site is full of experts like you, I wanted to check, where I have gone wrong.
I think the base for your question is now-a-days there are many individuals who have come in HR field without proper qualificiations or experience and seek support from experts and proceed with their problems.
From India, Hyderabad
Thank you Saleem for responding. Had you made that clear in your first post, there would have been no need for me to raise the query. From your statement I conclude that you may be doing a distance learning course; am I right?
On you last point, I was wondering whether it was a student seeking solutions or a new lecturer, or an author. While seeking help, we should give our answers and then ask if it can be improved.
Have a nice day
Simhan
From United Kingdom
On you last point, I was wondering whether it was a student seeking solutions or a new lecturer, or an author. While seeking help, we should give our answers and then ask if it can be improved.
Have a nice day
Simhan
From United Kingdom
Dear Mr. Saleem,
Thanks for revealing mind blowing truth. For your kind information ACADEMICS has got a different perception about REAL TIME EXPERIENCE/EXPOSURE or PRACTICAL LIFE. Whatever we study TECHNICAL THINGS will be used to the MAXIMUM LEVEL in our lives but, regarding MANAGEMENT STUDIES, it is PROPORTIONAL TO TIME/SITUATION/PREVAILING CIRCUMSTANCES.
Your UNIVERSITY OFFICIALS will never valid reason for giving you LESS MARKS because they don't have EXPOSURE about PRACTICAL LIFE. "Your UNIVERSITY OFFICIALS MINSET IS FREEEEZED"
Don't worry about scoring LESS MARKS, prepare yourself to face REAL TIME CHALLENGES in your life.
Good luck in all your endeavours
With profound regards
From India, Chennai
Thanks for revealing mind blowing truth. For your kind information ACADEMICS has got a different perception about REAL TIME EXPERIENCE/EXPOSURE or PRACTICAL LIFE. Whatever we study TECHNICAL THINGS will be used to the MAXIMUM LEVEL in our lives but, regarding MANAGEMENT STUDIES, it is PROPORTIONAL TO TIME/SITUATION/PREVAILING CIRCUMSTANCES.
Your UNIVERSITY OFFICIALS will never valid reason for giving you LESS MARKS because they don't have EXPOSURE about PRACTICAL LIFE. "Your UNIVERSITY OFFICIALS MINSET IS FREEEEZED"
Don't worry about scoring LESS MARKS, prepare yourself to face REAL TIME CHALLENGES in your life.
Good luck in all your endeavours
With profound regards
From India, Chennai
Hi All,
Am doing my MBA these are the same case studies for my assignment can some one please help me on the same .
Case-1
Patil, RK Materials, is very angry, anxious and restless. He bumped into Mehta, RK Materials, threw the resignation letter on his table, screamed and walked out of the room swiftly.
Patil has a reason for his sudden outburst. Details of the story will tell the reasons for Patil’s anger and why he put his resignation, only four months after he took up his job.
In the year 2000 Patil quit his prestigious Mittal plant at Vishakhapatnam. As a manager Materials, Patil had various powers like he could even place an order of materials worth Rs.50 Lakhs. He required nobody’s prior consent.
Patil Joined a pulp-making plant located at Kerala, as RK Materials. The plant is part of a multi-product and multi-plant conglomerate owned by a prestigious business house in India. The perks, reputation and designation of the conglomerate attracted Patil away from the public sector steel monolith.
When he joined the eucalyptus pulp making company, little did Patil realize that he needed prior approval to place an order for materials worth Rs.25lakh. He thought that he had the authority to place an order for materials by himself worth half the amount of what he used to as at the Mega Steel maker. He placed the order, materials arrived, were received, accepted and used up in the plant. Trouble started when the bill for Rs.25 lakh came from the vendor. The accounts department withheld the payment for the reason that the bill was not endorsed by Mehta. Mehta refused to sign on the bill as his approval was not taken by Patil before placing the order.
Patil felt very angry and cheated. A brief encounter with Mehta only made the situation worse. Patil was rudely told that he should have known company rules before venturing. He decided to Quit.
Questions
1. Do you think the company has any orientation programme? If yes, discuss its effectiveness.
2. If employees were properly selected, there should be no need for an orientation programme”. Comment on the statement.
3. If You were Patil, how would you react to the above situation?
4. Discuss the purpose of orientation. What are various requisites of an effective programme?
Case -2
The reality of software development is a huge company like Microsoft-it employs more than 48,000 people- is that a substantial portion of your work involves days of boredom punctuated by hours of tedium. You basically spend your time in an isolated office writing code and sitting in meetings during which you participate in looking for and evaluating hundreds of current employees and potential employees. Microsoft has no problem in finding and retaining software programmers. Their programmers work for very long hours and obsess on the goal of shipping product.
From the day new employees begin at Microsoft, they know they are special. New hires all have one thing in common-they are smart. The company prides itself on putting all recruits through a grueling “interviewing loop”, during which they confront a barrage (an overwhelming number of questions or complaints) of brain-teasers by future colleagues to see how well they think. Only the best and the brightest survive to become employees. The company does this because Microsofties truly believe that their company is special. For example, it has high tolerance for non-conformity, would you believe that one software tester comes to work everyday dressed in extravagant Victorian outfits? . But the underlying theme that unites Microsofties is the belief that the firm has a manifest destiny to change the world.
The least important decision as programmer can have a large importance which it can affect a new release that might be used by 50 million people. Microsoft employees are famous for putting in long hours. One program Manager said “In my First Five Years, I was the Microsoft stereotype.
I lived on caffeine and vending-machine hamburgers and free beer and 20-hour work-days……I had no life…..I considered everything outside the building as a necessary evil”. More recently things have changed. There are still a number of people who put in 80-hour weeks, but 60 and 70 hour
weeks are more typical and some even are doing their jobs in only 40 hours.
No discussion of the employee life at Microsoft would be complete without mentioning the company’s lucrative stock option program. Microsoft created more millionaire employees, faster, than any company in American history-more than 10,000 by the late – 1990’s while the company is certainly more than a place to get rich, executive still realize that money matters. One former Manager claims that the human resources’ department actually kept a running chart of employee satisfaction versus the company’s stock price. “When the stock was up, human resources could turn off the ventilation and everybody would say they were happy. When the stock was down, we could give people Massages and they would tell us that the Massages were too hard.” In the go-go 1990’s, when the Microsoft stock was doubling every few months and yearly stock splits were predictable, employees not only got to participate in the Microsoft’s manifest destiny, they would get rich in the process. By the spring of 2002, with the world in a recession, stock prices down, and the growth for Microsoft products slowing, it wasn’t so clear what was driving its employees to continue the company’s dominance of the software industry.
Questions
1. If you were the programmer, would you want to work at Microsoft? Why or Why not?
2. How many activities in this case can you tie into specific motivation theories? List the activities; list the motivation theories, and how they apply.
3. As Microsoft continues to get larger and its growth rate flattens do you think Management will have to modify any of its motivation practices? Elaborate.
4. Can money act as a motivator? Explain.
From India
Am doing my MBA these are the same case studies for my assignment can some one please help me on the same .
Case-1
Patil, RK Materials, is very angry, anxious and restless. He bumped into Mehta, RK Materials, threw the resignation letter on his table, screamed and walked out of the room swiftly.
Patil has a reason for his sudden outburst. Details of the story will tell the reasons for Patil’s anger and why he put his resignation, only four months after he took up his job.
In the year 2000 Patil quit his prestigious Mittal plant at Vishakhapatnam. As a manager Materials, Patil had various powers like he could even place an order of materials worth Rs.50 Lakhs. He required nobody’s prior consent.
Patil Joined a pulp-making plant located at Kerala, as RK Materials. The plant is part of a multi-product and multi-plant conglomerate owned by a prestigious business house in India. The perks, reputation and designation of the conglomerate attracted Patil away from the public sector steel monolith.
When he joined the eucalyptus pulp making company, little did Patil realize that he needed prior approval to place an order for materials worth Rs.25lakh. He thought that he had the authority to place an order for materials by himself worth half the amount of what he used to as at the Mega Steel maker. He placed the order, materials arrived, were received, accepted and used up in the plant. Trouble started when the bill for Rs.25 lakh came from the vendor. The accounts department withheld the payment for the reason that the bill was not endorsed by Mehta. Mehta refused to sign on the bill as his approval was not taken by Patil before placing the order.
Patil felt very angry and cheated. A brief encounter with Mehta only made the situation worse. Patil was rudely told that he should have known company rules before venturing. He decided to Quit.
Questions
1. Do you think the company has any orientation programme? If yes, discuss its effectiveness.
2. If employees were properly selected, there should be no need for an orientation programme”. Comment on the statement.
3. If You were Patil, how would you react to the above situation?
4. Discuss the purpose of orientation. What are various requisites of an effective programme?
Case -2
The reality of software development is a huge company like Microsoft-it employs more than 48,000 people- is that a substantial portion of your work involves days of boredom punctuated by hours of tedium. You basically spend your time in an isolated office writing code and sitting in meetings during which you participate in looking for and evaluating hundreds of current employees and potential employees. Microsoft has no problem in finding and retaining software programmers. Their programmers work for very long hours and obsess on the goal of shipping product.
From the day new employees begin at Microsoft, they know they are special. New hires all have one thing in common-they are smart. The company prides itself on putting all recruits through a grueling “interviewing loop”, during which they confront a barrage (an overwhelming number of questions or complaints) of brain-teasers by future colleagues to see how well they think. Only the best and the brightest survive to become employees. The company does this because Microsofties truly believe that their company is special. For example, it has high tolerance for non-conformity, would you believe that one software tester comes to work everyday dressed in extravagant Victorian outfits? . But the underlying theme that unites Microsofties is the belief that the firm has a manifest destiny to change the world.
The least important decision as programmer can have a large importance which it can affect a new release that might be used by 50 million people. Microsoft employees are famous for putting in long hours. One program Manager said “In my First Five Years, I was the Microsoft stereotype.
I lived on caffeine and vending-machine hamburgers and free beer and 20-hour work-days……I had no life…..I considered everything outside the building as a necessary evil”. More recently things have changed. There are still a number of people who put in 80-hour weeks, but 60 and 70 hour
weeks are more typical and some even are doing their jobs in only 40 hours.
No discussion of the employee life at Microsoft would be complete without mentioning the company’s lucrative stock option program. Microsoft created more millionaire employees, faster, than any company in American history-more than 10,000 by the late – 1990’s while the company is certainly more than a place to get rich, executive still realize that money matters. One former Manager claims that the human resources’ department actually kept a running chart of employee satisfaction versus the company’s stock price. “When the stock was up, human resources could turn off the ventilation and everybody would say they were happy. When the stock was down, we could give people Massages and they would tell us that the Massages were too hard.” In the go-go 1990’s, when the Microsoft stock was doubling every few months and yearly stock splits were predictable, employees not only got to participate in the Microsoft’s manifest destiny, they would get rich in the process. By the spring of 2002, with the world in a recession, stock prices down, and the growth for Microsoft products slowing, it wasn’t so clear what was driving its employees to continue the company’s dominance of the software industry.
Questions
1. If you were the programmer, would you want to work at Microsoft? Why or Why not?
2. How many activities in this case can you tie into specific motivation theories? List the activities; list the motivation theories, and how they apply.
3. As Microsoft continues to get larger and its growth rate flattens do you think Management will have to modify any of its motivation practices? Elaborate.
4. Can money act as a motivator? Explain.
From India
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Case Study on Promotion.pdf
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