Please read the case and answer the questions given at the end.
Ms. Renu had graduated with a degree in foreign languages. As the child of a military family, she had visited many parts of the world and had traveled extensively in Europe. Despite these broadening experiences, she had never given much thought to a career until her recent divorce.
Needing to provide her own income, Ms. Renu began to look for work. After a fairly intense but unsuccessful search for a job related to her foreign language degree, she began to evaluate her other skills. She had become a proficient typist in college and decided to look into secretarial work. Although she still wanted a career utilizing her foreign language skills, she felt that the immediate financial pressures would be eased in a temporary secretarial position.
Within a short period of time, she was hired as a clerk/typist in a typical pool at Life Insurance Company. Six months later, she became the top typist in the pool and was assigned as secretary to Mrs. Khan, the manager of marketing research. She was pleased to get out of the pool and to get a job that had more variety in the tasks to perform. Besides, she also got a nice raise in pay.
Everything seemed to proceed well for the next nine months. Mrs. Khan was pleased with Renu's work, and she seemed happy with her work. Renu applied for a few other more professional jobs in other areas during this time. However, each time her application was rejected for lack of related education and/or experience in the area.
Over the next few months, Khan noticed changes in Renu. She did not always dress as neatly as she had in the past, she was occasionally late for work, some of her lunches extended to two hours, and most of her productive work was done in the morning hours. Khan did not wish to say anything because Renu had been doing an excellent job and her job tasks still were being accomplished on time. However, Renu's job behavior continued to worsen. She began to be absent frequently on Mondays or Fridays. The two-hour lunch periods became standard, and her work performance began to deteriorate. In addition, Khan began to suspect that Renu was drinking heavily, due to her appearance some mornings and behavior after two-hour lunches.
Khan decided that she must confront Renu with the problem. However, she wanted to find a way to help her without losing a valuable employee. Before she could set up a meeting, Renu burst through her door after lunch one day and said:
"I want to talk to you Mrs. Khan."
"That's fine," Khan replied. "Shall we set a convenient time?"
"No! I want to talk now."
"OK, why don't you sit down and let's talk?"
Khan noticed that Renu was slurring her words slightly and she was not too steady.
"Mrs. Khan, I need some vacation time."
"I'm sure we can work that out. You've been with the company for over a year and have two weeks' vacation coming."
"No, you don't understand. I want to start it tomorrow."
"But, Renu, we need to plan to get a temporary replacement. We can't just let your job go for two weeks."
"Why not? Anyway, anyone with an IQ above 50 can do my job. Besides, I need the time off."
"Renu, are you sure you are all right?"
"Yes, I just need some time away from the job."
Khan decided to let Renu have the vacation, which would allow her some time to decide what to do about the situation.
Khan thought about the situation the next couple of days. It was possible that Renu was an alcoholic.
However, she also seemed to have a negative reaction to her job. Maybe Renu was bored with her job. She did not have the experience or job skills to move to a different type of job at present. Khan decided to meet with the Personnel Manager and get some help developing her options to deal with Renu's problem.
Questions:
(a) What is the problem in your opinion? Elaborate.
(b) How would you explain the behavior of Renu and Mrs. Khan? Did Mrs. Khan handle the situation timely and properly?
(c) Assume that you are the Personnel Manager. What are the alternatives available with Mrs. Khan?
What do you consider the best alternative? Why?
From India, Hyderabad
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Ms. Renu had graduated with a degree in foreign languages. As the child of a military family, she had visited many parts of the world and had traveled extensively in Europe. Despite these broadening experiences, she had never given much thought to a career until her recent divorce.
Needing to provide her own income, Ms. Renu began to look for work. After a fairly intense but unsuccessful search for a job related to her foreign language degree, she began to evaluate her other skills. She had become a proficient typist in college and decided to look into secretarial work. Although she still wanted a career utilizing her foreign language skills, she felt that the immediate financial pressures would be eased in a temporary secretarial position.
Within a short period of time, she was hired as a clerk/typist in a typical pool at Life Insurance Company. Six months later, she became the top typist in the pool and was assigned as secretary to Mrs. Khan, the manager of marketing research. She was pleased to get out of the pool and to get a job that had more variety in the tasks to perform. Besides, she also got a nice raise in pay.
Everything seemed to proceed well for the next nine months. Mrs. Khan was pleased with Renu's work, and she seemed happy with her work. Renu applied for a few other more professional jobs in other areas during this time. However, each time her application was rejected for lack of related education and/or experience in the area.
Over the next few months, Khan noticed changes in Renu. She did not always dress as neatly as she had in the past, she was occasionally late for work, some of her lunches extended to two hours, and most of her productive work was done in the morning hours. Khan did not wish to say anything because Renu had been doing an excellent job and her job tasks still were being accomplished on time. However, Renu's job behavior continued to worsen. She began to be absent frequently on Mondays or Fridays. The two-hour lunch periods became standard, and her work performance began to deteriorate. In addition, Khan began to suspect that Renu was drinking heavily, due to her appearance some mornings and behavior after two-hour lunches.
Khan decided that she must confront Renu with the problem. However, she wanted to find a way to help her without losing a valuable employee. Before she could set up a meeting, Renu burst through her door after lunch one day and said:
"I want to talk to you Mrs. Khan."
"That's fine," Khan replied. "Shall we set a convenient time?"
"No! I want to talk now."
"OK, why don't you sit down and let's talk?"
Khan noticed that Renu was slurring her words slightly and she was not too steady.
"Mrs. Khan, I need some vacation time."
"I'm sure we can work that out. You've been with the company for over a year and have two weeks' vacation coming."
"No, you don't understand. I want to start it tomorrow."
"But, Renu, we need to plan to get a temporary replacement. We can't just let your job go for two weeks."
"Why not? Anyway, anyone with an IQ above 50 can do my job. Besides, I need the time off."
"Renu, are you sure you are all right?"
"Yes, I just need some time away from the job."
Khan decided to let Renu have the vacation, which would allow her some time to decide what to do about the situation.
Khan thought about the situation the next couple of days. It was possible that Renu was an alcoholic.
However, she also seemed to have a negative reaction to her job. Maybe Renu was bored with her job. She did not have the experience or job skills to move to a different type of job at present. Khan decided to meet with the Personnel Manager and get some help developing her options to deal with Renu's problem.
Questions:
(a) What is the problem in your opinion? Elaborate.
(b) How would you explain the behavior of Renu and Mrs. Khan? Did Mrs. Khan handle the situation timely and properly?
(c) Assume that you are the Personnel Manager. What are the alternatives available with Mrs. Khan?
What do you consider the best alternative? Why?
From India, Hyderabad
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A) WHAT IS THE PROBLEM IN YOUR OPINION?
When Ms. Renu's application was rejected, although her expectations about her dream job were high, due to SELF-DE-MOTIVATION, she LOST INTEREST in her current job. Moreover, she was not feeling comfortable with her current job.
B) HOW WOULD YOU EXPLAIN THE BEHAVIOR OF RENU AND MRS. KHAN?
Both were having an excelling RELATIONSHIP at the workplace. Mrs. Khan had understood Mrs. Renu's situation, which she noticed over a period of time.
DID MRS. KHAN HANDLE THE SITUATION TIMELY AND PROPERLY?
To my knowledge and interpretation skills, Mrs. Khan tried to do her best for Ms. Renu. Mrs. Khan is a good OBSERVER.
C) ASSUME THAT YOU ARE THE PERSONNEL MANAGER. WHAT ARE THE ALTERNATIVES AVAILABLE WITH MRS. KHAN?
I don't want to assume, but I would love to help Ms. Renu "TO UNLEASH HER HIDDEN TALENT" that could benefit the organization and support her CAREER GRAPH progressing within the STIPULATED PERIOD OF TIME and proportional to her PERFORMANCE.
Due to A BORING JOB, I don't want an employee to die at the workplace. I prefer to help those employees who are passionate to demonstrate their skills and want to grow aggressively.
With profound regards
From India, Chennai
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294When Ms. Renu's application was rejected, although her expectations about her dream job were high, due to SELF-DE-MOTIVATION, she LOST INTEREST in her current job. Moreover, she was not feeling comfortable with her current job.
B) HOW WOULD YOU EXPLAIN THE BEHAVIOR OF RENU AND MRS. KHAN?
Both were having an excelling RELATIONSHIP at the workplace. Mrs. Khan had understood Mrs. Renu's situation, which she noticed over a period of time.
DID MRS. KHAN HANDLE THE SITUATION TIMELY AND PROPERLY?
To my knowledge and interpretation skills, Mrs. Khan tried to do her best for Ms. Renu. Mrs. Khan is a good OBSERVER.
C) ASSUME THAT YOU ARE THE PERSONNEL MANAGER. WHAT ARE THE ALTERNATIVES AVAILABLE WITH MRS. KHAN?
I don't want to assume, but I would love to help Ms. Renu "TO UNLEASH HER HIDDEN TALENT" that could benefit the organization and support her CAREER GRAPH progressing within the STIPULATED PERIOD OF TIME and proportional to her PERFORMANCE.
Due to A BORING JOB, I don't want an employee to die at the workplace. I prefer to help those employees who are passionate to demonstrate their skills and want to grow aggressively.
With profound regards
From India, Chennai
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Here is a corrected version of your text with proper spelling, grammar, punctuation, and paragraph formatting:
---
The reality of software development in a huge company like Microsoft – which 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 finding and retaining software programmers. Their programmers work long hours and obsess over the goal of shipping products.
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 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 a high tolerance for non-conformity; would you believe that one software tester comes to work every day 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 a programmer can have a large impact, affecting 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 workdays... 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 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 1990s. While the company is certainly more than a place to get rich, executives 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 1990s, when the Microsoft stock was doubling every few months and yearly stock splits were predictable, employees not only got to participate in 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 grow 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.
---
I have corrected the spelling, grammar, punctuation errors, and formatted the text into paragraphs with single line breaks between them. Let me know if you need further assistance.
From India, Hyderabad
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---
The reality of software development in a huge company like Microsoft – which 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 finding and retaining software programmers. Their programmers work long hours and obsess over the goal of shipping products.
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 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 a high tolerance for non-conformity; would you believe that one software tester comes to work every day 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 a programmer can have a large impact, affecting 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 workdays... 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 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 1990s. While the company is certainly more than a place to get rich, executives 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 1990s, when the Microsoft stock was doubling every few months and yearly stock splits were predictable, employees not only got to participate in 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 grow 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.
---
I have corrected the spelling, grammar, punctuation errors, and formatted the text into paragraphs with single line breaks between them. Let me know if you need further assistance.
From India, Hyderabad
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1) If you were the programmer, would you want to work at Microsoft? Why or Why not?
If I were the programmer, I would love to work at Microsoft but not interested in working like a bull just to become a millionaire. I would prefer an adventurous and challenging work culture, not something boring and stressful that would impact my personal life.
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.
To my knowledge, stock option program vs. massages (what kind of). They were applied in such a way that made employees react based on circumstances and the prevailing situation.
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.
Motivation has a specific purpose but cannot be applied to everything. Management needs to consider the bitter realities that could help employees understand what could be done in proportion to the prevailing situation. Let management seek inputs from employees rather than deciding on their own.
4) Can money act as a motivator? Explain.
To some extent, but it is not a permanent solution. No one can lead a happy life without any hurdles because when there is happiness or a positive life, there should be sadness or negative aspects to balance life.
With profound regards
From India, Chennai
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If I were the programmer, I would love to work at Microsoft but not interested in working like a bull just to become a millionaire. I would prefer an adventurous and challenging work culture, not something boring and stressful that would impact my personal life.
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.
To my knowledge, stock option program vs. massages (what kind of). They were applied in such a way that made employees react based on circumstances and the prevailing situation.
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.
Motivation has a specific purpose but cannot be applied to everything. Management needs to consider the bitter realities that could help employees understand what could be done in proportion to the prevailing situation. Let management seek inputs from employees rather than deciding on their own.
4) Can money act as a motivator? Explain.
To some extent, but it is not a permanent solution. No one can lead a happy life without any hurdles because when there is happiness or a positive life, there should be sadness or negative aspects to balance life.
With profound regards
From India, Chennai
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Hi,
Looking at the situation from a different angle and not focusing on the question of what could be the problem, let's start with exploring the options available within the organization for this valuable employee.
We have various departments in the company with different requirements. Why don't we consider shifting the person to another department with a different set of responsibilities? You can go through the complete selection process for her, starting with a formal round of interviews.
Secondly, for the company to be on the safe side, you can begin by looking for a trainee to replace her position. This can be temporary for the time being. If the person is shifted to another department, then you can make the trainee position permanent.
For the employee, once her department and work profile are changed, she may find the job more interesting. Any work-related issues can be addressed and sorted out. Additionally, she can be offered counseling sessions either in the office or formally with a professional recommended by the company. The goal is to address and resolve any personal issues that may be affecting her performance.
I hope this is helpful.
From India, Delhi
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Looking at the situation from a different angle and not focusing on the question of what could be the problem, let's start with exploring the options available within the organization for this valuable employee.
We have various departments in the company with different requirements. Why don't we consider shifting the person to another department with a different set of responsibilities? You can go through the complete selection process for her, starting with a formal round of interviews.
Secondly, for the company to be on the safe side, you can begin by looking for a trainee to replace her position. This can be temporary for the time being. If the person is shifted to another department, then you can make the trainee position permanent.
For the employee, once her department and work profile are changed, she may find the job more interesting. Any work-related issues can be addressed and sorted out. Additionally, she can be offered counseling sessions either in the office or formally with a professional recommended by the company. The goal is to address and resolve any personal issues that may be affecting her performance.
I hope this is helpful.
From India, Delhi
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Thank you, Mr. Abdul Khadeer and Ayushib, for your useful and thoughtful comments. I have a lot of case studies that I am trying to solve, and once I do, I really don't know whether my opinion is the right one, as the book does not provide the answers. However, suggestions from experts like you give me a new direction and the required energy to proceed further.
If you are interested, I will send a few more case studies for your evaluation.
From India, Hyderabad
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If you are interested, I will send a few more case studies for your evaluation.
From India, Hyderabad
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Case Study - 3
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 in 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 in 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 in 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. 25 lakh. He thought that he had the authority to place an order for materials by himself worth half the amount of what he used to 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 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 the various requisites of an effective program?
From India, Hyderabad
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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 in 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 in 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 in 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. 25 lakh. He thought that he had the authority to place an order for materials by himself worth half the amount of what he used to 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 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 the various requisites of an effective program?
From India, Hyderabad
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Dear Saleem,
Unlike others who have provided solutions, I pose questions. Could you please enlighten me on your profession, industry, and the reason behind your interest in solving numerous case studies? Typically, for cases featured in books, model answers are available in Instructor Manuals.
Have a great day.
Simhan
A retired academic in the UK
From United Kingdom
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Unlike others who have provided solutions, I pose questions. Could you please enlighten me on your profession, industry, and the reason behind your interest in solving numerous case studies? Typically, for cases featured in books, model answers are available in Instructor Manuals.
Have a great day.
Simhan
A retired academic in the UK
From United Kingdom
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In my opinion, Renu has a lot of potential and caliber to take on multiple challenging tasks. The main reason for this is that she has never been interested in her current job from the beginning. She was compelled to take this path, but interests play a significant role. Regardless of the job you do, you need to approach it wholeheartedly with passion, zeal, and love for your career. This element seems to be missing in Renu's case. She has not properly decided on or designed her career path because her qualifications do not align with the job requirements she aims to fulfill.
From India, Vijayawada
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From India, Vijayawada
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Ans D. If I were a personnel manager, I would love to analyze the situation properly. Renu has good potential in learning new things, but her qualifications are not allowing her to grow. As she is an asset to the organization, I would go to her personally, listen to her, take her opinions and thoughts, advise her to come back to the office. I would also give her an example to make her realize the importance of the job she is carrying, the future scope, and the advantages she can gain from being part of this company. I would explain to her how she can brighten her career by staying with this organization, the other tasks, ladders, and opportunities she is likely to encounter within the next 5 years.
Thanks & Regards,
Kalpana
From India, Vijayawada
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Thanks & Regards,
Kalpana
From India, Vijayawada
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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 as well, but the case studies that I submitted on this site received very few marks. I requested the university to provide me with a reason for this, but, as you know, they don't offer such feedback. Since this site is full of experts like you, I wanted to check where I have gone wrong.
I believe the basis for your question lies in the fact that nowadays there are many individuals who have entered the HR field without proper qualifications or experience. They seek support from experts to proceed with their problems.
From India, Hyderabad
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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 as well, but the case studies that I submitted on this site received very few marks. I requested the university to provide me with a reason for this, but, as you know, they don't offer such feedback. Since this site is full of experts like you, I wanted to check where I have gone wrong.
I believe the basis for your question lies in the fact that nowadays there are many individuals who have entered the HR field without proper qualifications or experience. They seek support from experts to proceed with their problems.
From India, Hyderabad
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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 your 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
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On your 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
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