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Organizational Behaviour

Organizational Behaviour

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Published by Gururaj Kulkarni
please send me the ans of all cases
please send me the ans of all cases

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Published by: Gururaj Kulkarni on Jul 15, 2012
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04/28/2013

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PageAEREN FOUNDATION’S
Maharashtra Govt. Reg. No.: F-11724
NAME :
(
NAME TO APPEAR ON THE CERTIFICATE
)
REF NO :COURSE :SUBJECT:
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
MBA
ORGANIZATIONAL BEHAVIOUR 
 
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CASE STUDY -1 (20 Marks)Introduction: XYZ -An Organizational PerspectiveThe Pre-OD Scenario: Our Strengths and Areas of Concern
In the years 1990-91 XYZ had grown into the largest Indian HARDWARE company with revenues of over Rs. 1100 crores and racing towards achieving its vision of being global top ten. As pioneers in theindustry, XYZ’s strengths included on time delivery, premier position in the industry in terms of rev-enues, focus on training programs, quality initiatives, use of good technical tools and procedures and en-couragement of individual excellence in performance.However, XYZ’s was also, at that point in time,grappling with a few areas of concern with regard to its operational paradigm.
Mounting revenue pressures
: The pressure to retain its strong premier position led the organization totend towards short-term revenues, and relatively lesser efforts were being put into medium and long-termmarkets and activities (such as products and building up knowledge). Though XYZ’s built relationshipswith individual customers, Relationship Managers largely tended to focus on obtaining short-term projects there was lesser investment on aligning to long-term objectives of customers. The approach, by and large, was of reactive project management and we were yet to espouse the approach of architect-ing proactive solutions for the customer.
Selectivity in projects:
There was a tangible tension at, XYZ’s between generating revenues and orga-nizing strategically, on basis of technology and business areas, impacting selectivity in projects accepted.Pressures from customers on schedules was resulting in faster delivery and hence, snowballing into fur-ther pressure on future schedules.
Focus on specialization
: There was diffusion of expertise and we were yet to focus on building strategicexpertise in individual centers. Employees were rotated across domains and skills in the interest of learnability as well as for meeting requirements. In a sense, there was heightened focus on Voice of the Cus-tomer, in comparison to the Voice of Employee.
Efforts on Experimentation & Innovation:
The management at XYZ’s felt that by and large, employ-ees tended to go straight by the book. Though Dr. De Bono’s techniques were introduced and employeestrained on these techniques to encourage innovation, there was a need to scale up on perceived rewardsfor experimentation.
Rewards and Recognitions:
The reward structure at XYZ’s was, at this point in time, primarily focusedon individual performance and we were yet to explore the institutionalization of team based rewards atthe organizational level.
Inter group co-ordination & knowledge sharing
: Sharing of knowledge was very centre-oriented, andalthough, informally, best practices spread by interaction and word of mouth, we were yet to evolve aformal system which would capture these for ease of replication across projects. Multiple centers andmultiple projects within the same centre ended up resolving the same sort of issues, resulting in avoid-able rework.
Branding and PR:
Image building endeavors were not yet an area of focus and, in a subtle way, this af-fected the sense of pride of employees. Among educational institutions, this meant greater difficulty interms of attracting quality talent, which further aggravated stress among the few key performers in theorganization. By the year 2002, management felt the conscious need to bring in changes in our approach
 
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Pageto the aforementioned areas, in order to align more closely with the customer, business and market re-quirements at an organizational level.
Questions
1 List the various reasons in Organization xyz , which lead to its development?2 If the organization had not invested in its employee, would they have developed?3 Site few examples of Indian companies, similar to XYZ mentioned above?4 What would have been the drawback of the XYZ Company prior to 1991?
CASE -2 (20 Marks)The Great US Meltdown: Privatization of Profits, Nationalization of Losses
AIG, Bear Stearns, Freddie Mac & Fannie Mae required government bail-outs. Lehmann Brothers hasfiled for bankruptcy. Merrill Lynch has been sold. Such grave situation of affairs reflects immensefailures in respect of management, leadership and regulation of these firms. The government, like aknight-in-shining-armor, comes to the rescue and lends bail-outs worth a trillion dollars to thesecompanies. Consider the fact that only 12 countries in this world have a GDP more than $ 1 Trillion anda country of more than 1 Billion joined this elite club only last year. This act of bailing-out usingtaxpayer's money has been rightly called "The Bail-out of all Bail-outs". Also this raises seriousquestions on the way money has been used to protect private companies, which was supposed to be usedfor benefits of the society by large.These bail-outs would certainly be a bitter pill to swallow for all those who argued that free marketcapitalism was the best, and there should be no regulations at all in an unfettered market. And this ideahas been most certainly put to rest in the last few days with the US government curbing short-selling andoffering guarantees to money market mutual funds on 19th of last month, as it attempted to bail-outhundreds of billions of dollars mortgage debts. This follows the bail-out of three financial giants earlylast month. The stocks soared in response to these actions. Though this certainly re-affirms therequirement for regulations, but the question arises as to what extent this marks a shift towards moreinterventions.It is a fact supported by many leading economists that history suggests that policy makers demand de-regulation during good times and bailing out in a big way at the times of crisis.The present action does address the short-term problems of liquidity crisis and mid-term problem of dealing with bad assets, but on the longer term regulatory issue, there is no strategic plan in place andthat is really problematic. What is required is a complete overhaul of present regulations and not justmore regulations. Moreover, the government rushed to rescue these firms without trying many of the private sector solutions.

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