Subject : Principles and Practice of Management, Case Study

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Name : LISI K                                                                                                                                     Marks : 80

Course : Bachelors in Management Studies (BMS)

Subject : Principles and Practice of Management

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Case 1

(20 Marks)

After completing MBA, Sunil decided to join his father Shiva who was running a chain of apparel stores. It was started 50 years before. His father was an astute businessman having good knowledge and skills; he turned the business from a single store to a fairly large and profitable chain of 30 stores. Sunil was a brilliant and was taking keen interest in work. All the Stores Managers were meeting fortnightly at HO. His major work was communication and motivation. Although Managers listened carefully to suggestions in meeting their subsequent actions made Sunil wonder if they had heeded his advice. He increasingly heard reports that many employees did not know the company’s goals. He strongly felt that many of them were just doing their jobs without showing any imagination or drive. Additionally he was concerned that some of his best managers and people had quit and taken positions with his competitors. Shiva told his son that his major concerns were communication and motivation.

Answer the following question.

Question. 1. If you were Sunil what would you say to Shiva?

Answer: Motivation is the process of stimulating an individual to take action that will accomplish a desired goal.

Highly motivated individuals can bring about substantial increases in productivity and job satisfaction and substantial decreases i

Question. 2. Suggest ways that how the motivation and communication theories studied by you Can be applied?

Answer: Motivation is a culturally bound topic. In other words, the factors that motivate employees in different cultures may not be equivalent. The motivation theories we cover in this chapter are likely to be culturally bound because they were developed by Western researchers and the majority of the research supporting each theory was conducted on Western subjects.

Based on the cultural context, Maslow’s hierarchy

Case 2

(20 Marks)

Funded by the Creative Tampere Program, Demola is a Finnish open innovation platform for the creators of next generation products and services. Demola provides students and companies with a collaborative and multidisciplinary innovation environment where students from three regional universities create demonstrations of novel service and product concepts coming from companies. Offered by higher education institutes in Tampere and Hermia Ltd, Demola gives multidisciplinary student teams the opportunity to develop demo products and services based on company concepts. Companies ranging from local SMEs to international largescale enterprises as well as public organizations collaborate with the teams. Demola is an important case study because it reflects successful open innovation between companies and students within a dedicated (neutral) innovation environment and manages innovation ownership rights successfully Tampere, a city in Southern Finland, is an international growth centre for versatile services, knowhow, and creativity. It is recognized that successful business activities and the growth in wellbeing brought to the area as a result of these activities can be enhanced significantly through investment in culture and in structures enabling innovation. The Creative Tampere Programme accepts this challenge by creating products, successful business, and new services based on content development, and by increasing the cooperation between creative sectors and business life. Demola directly responds to the issues raised in the Aho report of 2006 and the Finnish Innovation Strategy of 2008 through its focus on open innovation in a global environment. The objective of Demola is to boost multidisciplinary agile innovation culture and encourage entrepreneurship in the Tampere region. The development of Demola in late 2008 coincided with the publication of a new innovation strategy for Finland to improve its competitive position in R&D markets given increased competition from emerging countries including China and India. Finland’s National Innovation Strategy (2008) identified that ‘around the world, leading edge companies are involving consumers in product development. Enterprises are even processing previously unrecognized needs together with users, thus influencing the emergence of a completely new kind of market. Various forms of open and public innovation activity are gaining ground alongside traditional closed innovation activity. Policies must create the preconditions for the emergence of open innovation environments.’ The Demola project can also be seen as a response to the Aho Report of 2006 on ‘Creating an Innovative Europe’, which focused on the creation of innovation friendly markets, the strengthening of R&D resources, increasing structural mobility in Europe and the fostering of a culture of celebrating innovation. Demola is part of a project in Creative Tampere, the City of Tampere’s business development policy program (2006 2011), which aims to facilitate new business, services, innovation and creativity. The Creative Tampere Program (Luova Tampere) was established to accelerate this growth by promoting interaction among representatives of different sectors in order to develop new creative concepts. Great potential is seen in the commercialization of creative trades – especially in culture. The goal of the Creative Tampere Program is to strengthen the cultural industry and to elevate it to one of the most significant trades in Tampere. The practical implementation of the Creative Tampere Program is performed in three selected theme areas: the creative industries, innovations and entrepreneurship and attractive city. Each theme has its own individual goals that guide the selection of projects to be implemented. Actions have been taken to ensure that all players in the region have been included and involved in development of the project from the beginning. Ensuring that Demola is maintained as a neutral ground resource for all local universities gives each the confidence to fully participate in activities and support innovation activities. The Demola project was the winner of the 2010 Regional Innovation Award from the Assembly of European Regions. The key results of Demola highlight the engagement of over 500 students in developing product and service concepts with project partners and with over 110 projects completed or in development. As a result 96% of results are licensed, new jobs have been created and new companies have been established. Within the project, in excess of €500,000 has been awarded to students.

Answer the following question.

Question. 1. What are the objectives to boost multidisciplinary agile innovation culture and encourage entrepreneurship in the Tampere region?

Answer: Tampere region, the second largest region in Finland in terms of population (496,000), is home to industry, commerce, services as well as higher education. The Council of Tampere Region acts as regional development and regional planning authority for the 22 municipalities in the region. It also promotes the region an

Question. 2. What actions are to be taken for development?

Answer: The Council acts as a centre of regional development. It pursues the interests of the region, its municipalities, inhabitants and businesses and carry out research, planning and analyses. The Regional Council is also the organisation for cooperation between the various actors and influences within the region. The emphasis in regional

Question. 3. How the stack holders of Demola project have been benefited? Explain.

Answer: Demola reflects successful open innovation between companies and students within a dedicated innovation environment. Demola is a part

Question. 4. Why the collaborative and multidisciplinary innovation environment is necessary for development?

Answer: The regional strategy for the Tampere region 2040 "Rohkee – mutta sopii sulle!" ("Daring - but suits you!") was approved in the regional council on 28 April 2014. We want the Tampere Region to be smart, unbroken, sustainable and accessible. The first steps of the change for 2014–2017 have been visualised in our draft strategy as follows.

Case 3

(20 Marks)

The purpose of this case study is to explain a specific type of intervention that is both an interpersonal intervention, and also a technostructural intervention. A fictitious situation of a conflict between three senior executives (called Role Incumbents) in a work group is presented. Through an iterative process, each of these three incumbents lists the tasks to be performed as a part of one’s role. This is followed by an understanding of one’s tasks in relation to the others in terms of extent of interaction. Finally, each of these role incumbents proposes a set of behaviors expected of the other two role incumbents, leading to successful working relation. Dave Franklin (Dave), VicePresident Operations, Agile Motors, knew there was trouble brewing as soon as he stepped into the banquet hall. Instead of a glittering array of crockery, vintage wine, and smartly dressed waiters, all he could see was chaos, and two of his senior most executives Jane Anniston (Jane, ManagerCorporate Events)¸and Tim Malkovich (Tim, ManagerSales) engaged in an animated argument. The hors d’oeuvres (appetizers) were there on the tables but had not been arranged...

Answer the following question.

Question. 1. Discuss the reasons of conflict between the three role incumbents.

Answer: Imagine you were in Las Vegas, and you had to make a bet on who was going to win a soccer match. You can choose between the experienced defending champions or the up-and-coming team that is relatively new to the scene. Who

Question. 2. Explain the role negotiation techniques to resolve interpersonal conflicts.

Answer: Conflicts at work are certainly not uncommon. Major disagreements or heated arguments serve as key contributors to workplace stress. When differences and disagreements, whether real or imagined, provoke ill feelings, they can result in long-term stress and unhappiness. Rather than being resolved, interpersonal conflicts at work can endure and escalate.

The negative effects of interpersonal conflicts at work are evident at both a personal and an organizational level. What is the best way to effectively handle such conflicts within the workplace? What can you do when you have a heated situation with your colleagues?

Question. 3. Can role negotiation technique be applied to large work group? Give brief.

Answer: The process of role negotiation as originally described by Harrison may be of value in these and many similar cases. It is a real-world oriented technique that can lead to a workable solution in cases involving competition, coercion and power struggles. It builds on the nature of the current situation rather than getting everyone to strive for an ideal. Of course, the ideal would be better and a perfect world would be nice, but this process helps all parties play their current hands most effectively. It provides a method for one

Question. 4. Debate the threats or positive incentives which you think will yield the best results in a role negotiation technique.

Answer: Seeking reciprocation from a past deed - People naturally feel an obligation to return favors. Do not miss opportunities to help others, to do something for them in any venue. Later, you will have a little more leverage. Besides, it is nice to be nice. People really do appreciate it.

Case 4

(20 Marks)

The world's largest steel maker ArcelorMittal announced that it would spend a whopping US$500 million toward corporate social responsibility (CSR) in the two Indian states where it was setting up multibillion dollar projects. Analysts felt that the company's success in India would hinge on whether it was able to match its CSR rhetoric with real action considering that such multibillion dollar projects had faced resistance in India from local farmers and communities who feared loss of their livelihood following land acquisition by big companies. In April 2008, the world's largest steel producer ArcelorMittal announced that it would spend a whopping US$500 million toward corporate social responsibility (CSR) in the two states in India where it was setting up multibillion dollar projects. The two projects, which marked the entry of ArcelorMittal in India, were expected to displace thousands of families belonging to the small farmer and tribal communities from their lands. The company contended that integrating plant management with CSR would help it to earn the trust of the communities and also quell any potential resistance against the project.

Answer the following question.

Question. 1. Discuss the challenges before ArcelorMittal in setting up its multibillion dollar projects in India.

Answer: In 2012, Lakshmi Niwas Mittal, chairman and CEO of the world's largest steelmaker, ArcelorMittal, was at his wit's end, having waited for six years to get his steel plant projects in India going. He finally let off steam at a World Steel Dynamics conference in New York. In a tirade against the then ruling dispensation, the United Progressive Alliance, the steel tycoon said India was putting progress at risk and subjecting hundreds of

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