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Joining Assignments? MBA at Amity is a cohesive blend of students from diverse backgrounds. Therefore pre joining assignments are a tool to bring such diversities into a common launch pad. Consider this as an attitudinal/academics warm-up and a sneak peak into a life developing journey which awaits you. Assignment 1. Read any 3 out of 4 below mentioned books and summarize in 2000-2500 words each 1. First, Break All the Rules
By Marcus Buckingham & Curt Coffman Simon & Schuster, Based on a mammoth research study conducted by the Gallup Organization involving 80,000 managers across different industries, this book explores the challenge of many companies - attaining, keeping and measuring employee satisfaction. Discover how great managers attract, hire, focus, and keep their most talented employees! Key Ideas: 1. The best managers reject conventional wisdom. 2. The best managers treat every employee as an individual. 3. The best managers never try to fix weaknesses; instead they focus on strengths and talent. 4. The best managers know they are on stage everyday. They know their people are watching every move they make. 5. Measuring employee satisfaction is vital information for your investors. 6. People leave their immediate managers, not the companies they work for. 7. The best managers are those that build a work environment where the employees 2. Good to Great
By Jim Collins This book addresses a single question: Can a good company become a great company, and if so, how? Based on a five year research project comparing teams that made a leap to those that did not, Good to Great shows that greatness is not primarily a function of circumstance; but largely a matter of conscious choice and discipline. This book discusses concepts like Level 5 Leadership, First Who (first get the right people on the bus, then figure out where to drive it), and the Flywheel. 3. The One Minute Manager by Kenneth Blanchard and Spencer Johnson
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The objective of the book is to define the effective managers in this dynamic world of business where various external and internal factors influence their performance. The author does it through a search mission of a young man whose quest is to find managers who make both- their organization and people win with their managerial skills. The author talks about a continuum, where one end is occupied by tough or autocratic managers who make their organization win but their people loose; while the other end is reserved for nice or democratic ones who make their people win but their organizations loose. Effective managers are ‘the one minute managers’ who adopt principles of one minute goals, one minute praising and one minute reprimands 4. The Black Swan: The Impact of the Highly Improbable by Nassim Nicholas Taleb The idea of the black swan refers to the fact that, prior to the discovery of Australia, it was assumed that all swans were white, because no one (well, no European at least) had ever seen a black swan. However, they do exist. However, in the book, a “black swan” refers to any event that is rare, has an extreme impact, and is explainable and predictable - but only in hindsight
Rare events occur much more often than we expect. Our minds are programmed to deal with what we’ve seen before, to “expect the expected”, and so to speak. However, all too often extreme events do indeed take place, and have large and long lasting effects.
Our tendency to discard rare events happens in part because people underestimate their ignorance. There is a great deal we don’t know, but since feeling ignorant isn’t pleasant, we tend to put it out of our minds.
We tend to invent stories where there are none. In other words, after the fact, we like to invent explanations for why things happened the way they did, which is much more
Comforting than staring at sheer randomness.
Assignment 2. Prepare a 500 words write-up on “My Dream Organization”. Assignment 3. Read the following cases and solve the questions: Case Study I Case Study II Case Study III Case Study IV Devesh Sharma Business conduct: The Heart of the Matter Mr. Hart and Bing Honda Unrest Page 2 of 24
Thanks to IIMA! As they don’t have any cost accounting system it is a challenging assignment. both of them were abroad on business tour. April 11. Delhi. I was told that both DGM and GM are equally powerful. He was not a professionally qualified accountant. and DGM looks after all administrative matters including purchases. April 9. and a fabrication shop. accounts. and fabrication jobs provided such jobs are sufficiently large and have adequate capacity. The workshop is located on the outskirts of Delhi. legal and personnel. 2005 Reached Delhi: Took complete rest. in Billion Page 3 of 24 . GM looks after all production and technical matters. a machine shop. 2005 Attended the convocation. Received MBA Degree. From 1989 to January 1999. Writing this while spending a sleepless night traveling in Delhi Mail. Stepped into the business world. Couldn’t meet either the General Manager (GM) or the Deputy General Manager (DGM). Most of the orders received are either single job orders or batches of similar job orders. He gave me a brief description of ABC. When he resigned from NTPC to join ABC he was the VP (Accounts & Finance). I have been appointed by the ABC Engineering Works. He is in his late forties and appeared to be a practical man with lot of experience. It was established in 1984. is their cost accountant and that too at Rs. Generally.Case Study I Devesh Sharma April 8. he worked in the Accounts Department in NTPC. rather of them interferes in each other’s official work. My immediate boss is the Chief Accountant (CA). Tough I am not a professionally qualified cost accountant. at various positions. ABC is of medium size and is quite successful. They also accept orders for other types of casting. 2005 Spent the day with the CA.000/. He has also joined ABC recently. 49.a month. They are basically heavy engineering fabricators and specialists in manufacturing machinery for sugar and cement industry. The factory is divided into three parts: a foundry. with high aspirations. in Billion Profit before tax Rs. Felt like a bridegroom. My heart beats in symphony with the beats of the wheels on the rail…. April 10. Many parts for sugar and cement industry have to go through all the departments. 2005 Today is a new landmark in my life. generally in the same order in which they are listed above. machining. stores. The sales and profit figures for the last three years are as follows: Year Sales Rs.
May 7. The CA advised me to spend two to three days each with the Legal Officer. the Planning Engineer. Seems that recruitment for the production and technical sides was generally done by the Plant Manager and for all commercial departments by the CA). the CA remarked.52 1. the Design Engineer. 2005 Page 4 of 24 . However. and the Financial Accountant. in his late sixties. Don’t try to force the pace. He added. (They do not have a personnel department. the Chief Inspector and the three Plant Superintendents in charge of foundry.32 28. I was interviewed only by the CA). “Devesh. For the next two days.61 15. You would be better off to suggest your ideas for any kind of control system gradually. as they were away on tour at the time of my interview. 2005 The GM and DGM returned to Delhi from Germany after signing a collaboration agreement with a German firm to set up a paper machinery manufacturing plant. I want you to make a thorough study. Devesh. Moreover. As a matter of fact. The CA introduced me to them. GM has great faith in this gentleman. the Stores Superintendent.50 After a brief description of the company. Became more familiar with their problems. the Purchasing Officer. The Production Manager is a bit allergic to controls. machine shop and fabrication. DGM appeared to be a tough guy – younger than the CA. I haven’t had a chance to meet them earlier. may be in his late thirties or early forties. 2005 Spent two weeks in the plant – a highly educative experience.” April 12. The GM appeared to be a pleasant person. he gave me a specific assignment to study the work done by all the personnel in the stores department. Advised me to be in constant touch with him in all my endeavours. you will be well advised not to be over enthusiastic. I don’t want you to come up with any recommendations at this stage. May 18. “I know there is something wrong there. And give me just a factual report”. The Plant Manage suggested that I spend a fortnight in the various sections of the plant to study the manufacturing operations and their internal problems before thinking of introducing a cost accounting and control system.2000-01 2001-02 2003-04 38. He didn’t talk much and wished me good luck. 2005 The CA took me to the plant and introduced me to the Plant Manager.30 2.31 3. May 22.
Many materials were stored outside the stores in the yards. 2005 Talked with the Plant Superintendents and Stores Superintendent. Neither of them called me to discuss the report. stores records. May 23. Started investigating the reasons for the discrepancy. squares. ABC has permanent contract arrangements with a transport company to bring in materials either from the railway station or from the godowns of the various suppliers. Most of the stores items are of iron and steel (plates. based on which the payments are made. (But this should have created discrepancy only in the bulky steel items which were Page 5 of 24 .Submitted a detailed report to the DGM. July 3. Personnel from production departments were deputed for the purpose. For payment. Was given a seat next to his office in the mail hall and was asked to look into all his incoming and outgoing papers. But as far as material issues were concerned. and the stores ledger kept in the accounts department which is posted on the basis of passed bills. beams. June 28. DGM called the CA and me. June 15. Sent notes to all concerned. Even though I didn’t get much cooperation from the stores personnel. I didn’t make any mention of it in my report.) and the accounts are kept in terms of weight. suggested we have a physical verification this year and assigned the full responsibility to me. I was satisfied with the security arrangements. Finalized arrangements for stock verification. the entire system appeared to be in a mess. My role was that of a coordinator. Sample checks are made comparing the figure recorded in the gatekeeper’s office. It was possible for the production people to take away materials from these yards without raising indents. Gave a copy to the CA. He also sent a note to all production departmental heads and the Stores Superintendent to furnish all necessary assistance to me in this regard. rods. Found large discrepancies between physical stocks and ‘book stocks’. separate records are kept in the incoming gatekeeper’s office. Stores personnel prepare SRMs (Stores Receipt Memos) independently. no major discrepancy was noticed. Ruled out the possibility of that by outside parties. pipes. Every year the company used to take the book balances as per the stores accounts for income statement. etc. Gate keeper’s records are kept by actually weighing the lorries on a weighbridge when they come in and go out. 2005 The ‘year-ending’ for the company is 30th June. The following was observed: 1. 2005 Stock verification was completed. 2005 The CA advised me to spend the next two months as a staff assistant to him. Except for differences in the timing of posting these entries.
There was a clerk in the Accounts Department who collected the indents from the stores ledger clerk and analyzed them job-wise to find out how much material was being issued to various jobs. But was not very happy as I felt uneasy at the lack of any interesting developments in the office. From tomorrow onwards.kept outside. will usher in the establishment of a Cost Accounts Department. Must set up my own Cost Accounts Department. (This one-man section was known as the Cost Accounts Section and was placed under my charge) There was a time-lag of nearly two to three months between the raising of an indent and it’s reaching the cost clerk. I accidentally found some old used stores indents lying in the backyard of the stores. July 5. We did not have proper storing arrangements for all the materials. To my horror. Prepared a note and submitted to the CA with a copy to the DGM July 8. 2005 Haven’t got any reaction from the DGM. and in the stores accounts. July 4. Apart from the carbon copy which the indenter kept. Don’t feel like continuing as a staff assistant to the CA. The discrepancies were also observed in materials kept inside the stores). July 10. This was used in the stores to post in cards. he suggested that I may study the matter in detail and bring forth any concrete suggestion.) Could not make out the content or the department to which they belonged. decided to bring it to the notice of the DGM. 2005 A fine Sunday morning. 2. All the entries had faded. 2005 Not sure how to tackle this matter. Page 6 of 24 . if I wished. I will submit a note per day on various control aspects which gradually. Anyhow. 2005 Besides the routine work. The CA also hasn’t talked to me about it though I was working with him on various routine accounting matters for these last three days. to post stores ledger. I hope. 2005 Discussed this problem with the CA. only one copy of the stores indent was made. July 9. He wondered as to what we could do about it. mainly due to sheer lethargy at various stages. They were not the indenter’s copy (Indenter’s copy is in buff paper and the original copy is in a fairly thick paper of blue colour. However. The one month I spent in the plants helped me a lot in preparing these notes. prepared a note on the control of attendance and the booking of working time on the job cards.
whereas the Foundry Superintendent. he is an Industrial Engineer and had some idea of introducing a costing system for the foundry section. is one of the old guards – has been with ABC for 15 years) July 18. July 16. July 15. Though we could not finalize a comprehensive plan. 2005 Prepared a note to introduce a ‘production reporting system’ in the foundry and submitted it to the CA with copies to the DGM and the Foundry Superintendent. He suggested that we discuss it tomorrow at his house. July 13. 2005 Again. Production reporting can be an indirect way of introducing a cost accounting system later. Considering the overall resistance to change at different levels in the organization. I do not think it feasible to suggest any comprehensive costing system. 2005 The CA told me that he had discussed the attendance control and time booking. 2005 The ‘labour booking system’ I suggested was basically meant to facilitate the ascertainment of the time spent on various jobs by the workers. 2005 Page 7 of 24 . In the light of his suggestion I prepared a new note and submitted to the CA with a copy to the DGM. I showed him the copies of the various notes I have prepared. Foundry) met me in my office. Since the CA told me about the DGM’s reluctance to recruit more men for establishing a separate Cost Accounts Section. July 12. This is also part of my strategy to bring in a costing system slowly and steadily. who is Roy’s boss. 2005 Went to Roy’s house. 2005 Decided not to give up. He was quite enthusiast about my attempts. 2005 Mr. In order to overcome the allergic reaction that erupts at almost all levels in introducing cost control systems. there was no response. He has become one of my close friends. he suggested that I trigger off some action by putting up a note on the subject. Discussed the introduction of costing system in the foundry. Besides being a metallurgist. Prepared a note on production reporting. Roy (Chief Metallurgist.July 11. procedure suggested by me with the Plant Manager. we decided to call the note simply a ‘production reporting system’. July 14. He also invited me for lunch. I suggested that the plant superintendents can utilize their existing assistants to compile the necessary data from the daily job cards and send a weekly return to the Cost Accounts Section. (Roy is comparatively new to the organization. July 17.
I could not discuss the matter with the CA. Cardinal of the Roman Curia Raghuveer Vats felt like a blender on pulse mode. My immediate reaction was to take the bundle to the DGM and discuss it with him. Tyaagi Dorai. “You stole my line Veer. Varsha. But there was a note from the CA for me on top of the bundle saying. reached my office at 9 AM. I fear Tyaagi is having an affair…” And after some more explanation. Ours is a large joint family.” But Varsha said. Returned home an hour early.” — Achille Silvestrini. On second thoughts I decided not to short-circuit the CA. I am the eldest and the live-in daughter-in-law. It was nothing but a bunch of copies of all my notes to DGM. Varsha. ‘I should know.As usual. Obviously the DGM had referred them back to the CA had given his comments. Varsha Nigam Dorai had just left his office after dropping a hateful bombshell. He went our of station the previous night. He is never home before midnight and always claims to have meetings with clients and overseas visitors. “I work very closely with Tyaagi. Tyaagi? Of all people! Then he had valiantly even defended. she said. which keeps me busy round-the-clock. but he was badly shaken. whom he had known for many years. and the flying splinters were tossing him around. that Varsha was also the wife of his senior vice-president. I feel that the only line of action for me is to resign. “It could be a person called Saarangi. Q) Prepare a write-up on your learning’s from the above Case Study. Was seriously thinking over this for the last two hours. I would know. I manage the entire household and run my dance academy. Therefore.. it has taken me three years to convert worry into suspicion into action. Is there someone by that name in your company?” Raghuveer’s mind registered a vague recognition of the name. “such notes are to be submitted to me first and only after I give the approval they have to go forward”. Veer!” Page 8 of 24 . Busy also means that I am focusing less on anxieties and worries. There was a surprise packet for me on my table. Those were my words. Case Study II Business Conduct: The Heart of the Matter “Ethics and religion must not stay at home when we go to work.. had said. “It is Tyaagi. I am his wife!’ Nonsense. Seemed as if he went on accumulating them.
Tyaagi was not just a terrific manager. and said. or RV as he was known. When a person dons two different Page 9 of 24 . not even sure he was hearing right. so what is the problem?” “The problem?” said RV. we are also aware of what we are not capable of. “Why? Why do I have to go? How has my personal life got anything to do with my work? Am I not delivering? And I don’t think it is sufficient ground for terminating my employment! You are making an issue of something quite commonplace. “‘In the real sense?’ What does that mean? Anyway. I have no interest in your personal definitions. “I am sorry. Raghuveer came to the point. but listen to me.” Tyaagi gasped but only briefly.. ok?” And then to Tyaagi. Let us come to the point. “You and I are too old to play cat-and-mouse games. So. I am sorry that after so many years of great team work. either you have to leave Gavinn or I will have to ask you to. Now tell me…” Tyaagi was shocked. that is honesty in situations like this. “I am simply friendly with her…” RV could bear it no more. interestingly. “I believe you are having an affair with someone at work. So. This won’t do at Gavinn. “Part ways?” he asked. such a man is clearly one who lacks conviction. He was ‘inner circle’ — part of the core strategy team.” Tyaagi was taken aback. never mind. Without much preamble. we will have to part ways. you know…” RV said. You are a rare breed. “There are men who stop lying when they are found out. how I know. or pretends none of that happened. I have kids.But Varsha’s words did not make sense. not the details of your relationship. We are men. but said. “Where did you get that impression?” Raghuveer. it is not even an affair in the real sense…” RV was angry now. I don’t need all this.” Tyaagi could not understand. “But what has that to do with anything? Besides. it is not what you think.” Tyaagi said. it has to be about corrective action. look my relationship with you is that of an MD and colleague. I have had a long chat with Saarangi. he asked Tyaagi to join him for dinner at Konkan Café. took the menu card from the manager. we are consenting adults. “We will call you as soon as we are ready. He said.. Two days later. and we know what we are capable of. Tyaagi. I am concerned with the business of Gavinn and that interest directs me to take a view of your conduct. “When a man changes his script on being caught. “If you want to talk. where I got the impression from. I am a married guy. Then he said.
” That made RV furious. So he said. Gavinn is part of that very society with its inconvenient rules. I will tell her to leave Gavinn!” “On cue. We have a stance and we are committed to it. which incidentally is not a romantic notion but about responsibility. RV shrugged. RV: We are not ‘defending’ anything. and his partner is much junior. fact remains that since Tyaagi is in a position of power. Kaushal: It is also Saarangi. HR head Kaushal Santrup walked into RV’s office and shut the door behind him. Now. it is ‘till death do us part’.” Tyaagi now realised he was talking to a mad man. “It is not about who leaves or stays. a system that we all subscribe to. Fools and cowards respond like that. “Let me think about this. “Alright! Let us not get theatrical!” he said in a low angry tone.” said RV as he left the restaurant Next morning. Vishesh had sunk a huge amount into the India business. she alleges sexual harassment. They were in fact not very far from that situation. He can do that. They are as simple as road safety rules. He said.profiles. I would not trust my business in his hands. And what is good for the goose is good for Gavinn as well. Visaka and Vishesh exchanged a disturbed glance. Tell me your stance so that I can develop my defence. Whatever her ploy. Let us meet again next week “Not next week Tyaagi. raise a family. as an organisation.” Kaushal: We will have to fight it. it is about common and greater good. Two days is all I have for you. it is about protecting the integrity of a structure. “If it bothers you so much. one for the day and one for the dark. But once you do. She could well be doing this to pre-empt being sacked herself. It does get inconvenient now and then. “Tyaagi has sent us a letter from his lawyer that seems like a preamble to a lawsuit for unfair termination of employment!” Kaushal announced. it could well be construed that he is misusing his power!” Page 10 of 24 . “I knew he would. Nobody forces you to get married. but then it is not about convenience. I do not know which is the real Tyaagi that works for Gavinn!” Tyaagi breathed deeply.
recycle paper. If as an organisation I can request consumers to deface and destroy mineral water bottles to prevent reuse. I am a leader. it is not exactly consent. Kaushal: And if Saarangi alleges it is sexual harassment. that she was ‘influenced’. irresponsibility? Never. then? RV: Then she will have to give me a non-helpless explanation for why she did not seek management support. then can they not reciprocally ask organisations to save the moral environment? Tyaagi will have to go. And both should go. She could well have made a different choice and taken the management’s help. so be it. it is misuse of power by a person in authority and on top of that both are using the law as a fig leaf. It is being assumed that the junior cannot refuse. but these are twofaced people. This is about irresponsible behaviour.. The home/family is an operating unit Page 11 of 24 . And Gavinn will not subscribe to it. which will hold true in any age. Could we not soft pedal till that gets done? RV (surprised): Kaushal. But endorsing betrayal.RV: I am not interested in putting modern day labels on this episode. Period. He brought pressure on her’! Look Kaushal. We have been very supportive and helpful always and there is not one lady here at Gavinn who can fault us. Kaushal: Maybe we must slow down. not use plastics. she made the choice to toe his line. Therefore. “Oh but if she was ‘influenced’. not a fixer or broker. nonsense. If this deal gets sticky. valueless conduct. Kaushal: Listen. Kaushal: Maybe we need to issue a caveat to employees on workplace liaisons. He is guilty of decimating the home responsibility. Tyaagi has been negotiating with the government. I am not even considering it. As an organisation we have to subscribe to the social framework. I am not diminishing Saarangi’s words. This is about married people straying. At one level. and she for encroaching on what does not accrue to her. to enable our market environment. She alleges he brought pressure on her to reciprocate that there was no volition from her side. We have just yesterday received the clearance for the plant in Ahmednagar. this sexual harassment is after all. but a case of harassment!” But who is to prove consent or not? Then what happens? Then the case will weigh down on the male partner heavily. RV: You interpret me hastily. Kaushal. not buy pirated CDs.. Then the law says. she is accusing a senior manager. RV: Why are you wasting time on this? All this is nonsense.
Covering up. RV: What Teffer does is Teffer’s choice. the basic edifice on which we build homes should never change. Why sack the guy? RV must be deranged…” “What a severe man!” “Tyaagi is dead. pushing under the carpet.. calling in PR… these are ego-driven exercises. RV: I am neither unsure nor unwilling. It is clearly the wrong example for a senior member of an organisation to set. The MD’s vision has to be clear on this. it is the very nature of time to change as it is of water to be wet. Indian law on sexual harassment will nail him any which way. But they have to come with values.” “Seems very harsh a step. the buzz of discussions was mounting. Page 12 of 24 . but outside the sound-proofed walls of Raghuveer Vats’ office. born out of faith in falsehoods. Importantly. We must never run organisations to ‘look’ good. How news travels or leaks. If their values break. they must go to ‘Start’. There it ended for the time being. “Why is RV being adamant?” “Seriously! What anyone does with his personal life should be nobody’s business. I will manage my business and the careers of my managers.to be accorded the same respect. Gavinn has to always be an organisation where women feel safe. Kaushal: We could look at how others handled this: Teffer transferred its senior director out of the country to get him off a scandal he got into. If it does. Life is not all ladders. is difficult to flowchart. There’s growing evidence that morals are on the low in organisations. What Gavinn does will be driven by our values. to discuss the letter from Tyaagi’s lawyer.” Kaushal met Teerath Jain. which was a sort of pre-emptive legal opinion that clarified his rights and obligations. how am I to believe he can work for the benefit of his organisation’s business unit? It is easily extrapolated! Kaushal: Given the times. Kaushal: Times have changed. Hardly reason to recalibrate values! But some things should not change. RV. If the head of the home business unit cannot lead well and enable his profit centre. Now I need to work … Don’t forget our 4 pm meeting. such severity may be extreme… RV: Tyaagi is not some management trainee. Besides. his next in command. orgnisations won’t have a foundation for survival.. and naturally management is either unsure or unwilling to take a stance.
Right here at Gavinn. on what possible basis can he do so?” “Company will allege it tantamounts to harassment. where the court set out guidelines to be adopted at all workplaces. is this code of conduct usually documented?” “Yes. where if someone is in a position of authority.” “But listen. if he is wants to file a suit. because I think what you did is inappropriate. and now extra-marital affairs. Simple. but in the press he will look like a fool. domestic violence.” Raghuveer heard him out keenly. It is essential to have a more rigorous definition of sexual harassment in workplaces and this prevents subtler forms of gender discrimination. but unfortunately when you are dealing with contractual employment. These kinds of moral delinquencies are present to some degree in many homes. and chant his pet mantra about unwritten commitment to the code of common conduct. Legally. “The Indian law is set out in a case called Vishaka versus State of Rajasthan. And I do think RV you are on solid ground. young trainees have married and divorced in eight months. abusive conduct. Alcoholism. Tyaagi has no hope in hell. You are a man for policy. in India. while Kaushal added: “Look at the kind of domestic situations that arise daily. I can hardly see myself saying with conviction: ‘Tyaagi. Finished. What is wrong is wrong. plus you have terrific conviction. I can even hear him chant now…” “RV is a clear-headed guy.. “Say. Where will you draw the line? And how many will you get to know about? Can we ask all these men and women to quit? Page 13 of 24 . “Values don’t need the sanctity of law. while he will resort to the flimsy Indian definition and claim it was consensual. But RV does not even want to hear about it.Kaushal: India’s sexual harassment law rests on ‘absence of consent’. Lunch tables at Gavinn saw more huddled heads. you have to work through the law. Teerath was in discussion with Kaushal and RV.” Elsewhere. Other countries’ laws go further. which is not only outdated but also dreadfully nebulous. There is no mention of ‘consensual sexual relationships’. he will simply say that company cannot police personal life! Then what can we do?” “RV will put his tough foot down.” Teerath: He has a point. you have to go. He wins. Many MNCs do this. Only then is it construed to be. However. Besides. which include the adherance to social norms. That implies.. he may wrangle victory. I say an Indian company can and should go further and prohibit this when people are in authority. we must push for a change because the Indian law only sets out a minimum standard. He says. then any sexual relationship is harassment.” “Absolutely. it is supposed to be annexed to your contract. consensual sexual relationships between adults is not illegal. as is Tyaagi. Period.
Or if it was interfering with work. can or cannot? These grey zones are really nothing. so how much can an organisation do? I think a point can be made to the employee that we are disturbed by his conduct. where do we draw the line? RV: Why does everything have to have lines and boundaries and definitions? What ever happened to common sense? Why can we not have black and white. I hire his whole family’s support.. But finally who is the watchdog? Organisations have to draw the line and make known these lines. where will you draw the line RV?’ RV: Interesting arguments. then this one too does. so I cannot even tell Page 14 of 24 . I agree. if Tyaagi was having an affair with a lady outside Gavinn. yes or not-yes. Then there is a case for action. But you don’t think the lady manager is setting a bad example neglecting her home? And then what do I tell her boss Vijay Cherian who asked me. employing 20 hours of a man’s day to run my business. Then it is for the errant manager to take a call. Does it not become Gavinn’s responsibility? When I hire a man. no? You think a man is setting a bad example having an affair. Maybe your vision is different. The issue gets bad when one of them is already married. but our own confused sense of democracy. and he cannot get abrasive at least. the organisation cannot go about sleuthing. if he expects his career to move upwards. ‘If she fails to meet her objectives. But here I am. an organisation is part of that very society. That is how I see life. but the case of Tyaagi is clear as day. I have asked you this several times: Is an organisation not responsible for society’s values being maintained? For the upkeep of a moral standard in society? After all.“Why only men? The husband of one of our brand managers has complained that she has too many late night meetings and parties and their home life is derailing. can I call her husband and report? No? Then why is he calling us?’ So. would you have even known? There is also the view that society itself has changed its stance on such things as extra-marital affairs.” Kaushal: Pardon me if I come across as argumentative RV. Do I take that as an official complaint against her professional self or against her personal self? If Tyaagi’s case counts. He will then know the viewpoint of his management.. I keep wondering. and break social convention. Isn’t that why we restrict cigarette and liquor companies from advertising? People will protest — it is in the nature of people to resist hindrance. It is rampant.
“Fair!” And then. set up a sexual harassment committee. RV?” RV replied. top drawer deliveries. And I say this. Hart and Bing THE SHOP situation reported in this case occurred in a work group of four men and three women who were engaged in testing and inspecting panels for electronic equipment. work unaffected. That is all. and then terminate with reasons. You will be well within your rights then to say.” Raghuveer stood up and shook Kaushal’s hand.you you are wrong. then asked softly. “But remember. and is having an extra-marital affair.” Kaushal was satisfied. “Yet. I am trying to save the values that are being assaulted by his behaviour. Values is the air I spray abundantly in my workplace for people to inhale. would you have saved the marriage by sacking him. “Gavinn strongly believes in social norms. That is really my point!” Question Is economy out there or inside us? Where does business begin? Is business an attitude or a series of acts? Case Study III Mr. but allow me to suggest a framework for this: Follow full process. The personnel organization of the company included a counselor whose duty it was to become acquainted with the workers and talk over any problems. “I am not saving any marriage. is this good or not good for the value edifice that the organisation stands on? Is it not affecting the fabric with which we weave our businesses everyday? Does he not compromise his seniority and authority?” Kaushal. give everyone concerned a right to be heard. but when his subordinates know he is married. even if his performance is good. Our code of conduct derives from society and breach of social convention is breach of organisational code of conduct. this is not about sexual harassment. You tell me how do I shut this window that shows me a different perspective from yours? Organisation that have a passion for being value-driven will know right from wrong. He is polluting it with an attitude that I see as unwholesome. but dishonest indulgence. Page 15 of 24 . “Fair. The employees were paid on a piecework incentive basis.
Mr. as I understand it. Hart. I got so damn mad I called in the union representative. but he prefers to do it in a way that makes you want to crawl inside a crack in the floor. which holds them in position while I inspect them. A S U M M A R I Z E D S T A T E M E N T O F H O W “B I N G” F E L T “According to the system round here. He’s a sarcastic b…d. Hart charged that it was a dishonest practice and threatened to ‘take it up the line’ Page 16 of 24 . and Mr. but since he’s been promoted he’s lost his friendly way and seems to be having’ some difficulty in knowing’ how to manage us employees. I knew that the thing I was doing was permitted by the contract. Hart. has other ideas about it. He came over to the bench a day or two ago and let me know just how he felt about the matter. I’ve noticed that he’s been more this way with us fellows since he’s gotten married. I’m trying’ every means I can to get myself transferred out of his group. Hart. I’m going to screw him every way I can. and not humiliated like a schoolteacher does a naughty kid. When the union representative questioned him on the case. We’ve always been doing it. are excerpts from five interviews the counselor had with each of them within a period of about two weeks. This is a perfectly legal thing to do.which they wished to discuss with him. In fact. He does not going to pull this kind of kid stuff any longer on me. Boy. What a guy! I don’t mind being called down by a supervisor. I’ve never seen anyone like him. ‘cause according to the contract an employee can use any timesaving method or device in order to speed up the process as long as the quality standards of the job are met. I knew him when he was just one of us. but more the way in which he did it. During the discussion with me and the union representative. but I do know he’s a changed man over what he used to be like when he was a worker on the bench with us several years ago. Mr. For convenience sake and also to save time. The summarized statements of “Bing. I am allowed so much ‘set-up’ time to get these panels from the racks. the supervisor. just because he persists in this sarcastic way of handling me. I sometimes manage to carry two or three over at the same time and inspect them all at the same time. He’s not content just to say in a manlike way what’s on his mind. but I like to be treated like a man. “When he pulled this kind of stuff on me the other day.” the employee. though. he claims it’s cheating the company. If I don’t succeed and I’m forced to stay on here. he finally had to back down. but I was just intent on making some trouble for Mr. He’s been pulling’ this stuff ever since he’s been a supervisor. did we go at it! It wasn’t so much the fact that he called me down on it. I’m about fed up with the whole damn situation. the supervisor. carry them over here to the bench and place them in this jig here. I don’t know whether there’s any connection there.
because talking to him has actually no meaning to him whatsoever. He’s been getting away with this for too long and I’m going to put an end to it once and for all. but he didn’t give me any satisfaction at the time. I leave the job a few minutes early and go down to the washroom to wash up before lunch. Naturally this makes me very uncomfortable.” A S U M M A R I Z E D S T A T E M E N T O F H O W M R. Page 17 of 24 . Hart automatically thinks I’m the leader and usually bawls me out for the whole thing. He’s the same with all us guys as he is to me. I’m marked man around here. and I let ‘Bing’ know that if he continues to do this kind of thing. I’ve asked him for it. but good. My dear little friend ‘Bing’ is heading himself into a showdown with me. Recently it was brought to my attention by the Quality Control Checker that ‘Bing’ has been taking double and triple setup time for panels. but whenever I get the chance I’m going to slip it to him. H A R T F E L T “Say. and so Mr. He keeps watching me like a hawk. he knows that I do professional singing on the outside. I’m going to take official action with my boss to have the guy fired or penalized somehow. I think you should be in on this. While I remain here I am going to keep my nose clean. and I’ve just about given it up as a bad deal. I’m inclined to think the guy’s mentally deficient. that’s cheating’. but with the girls he acts more decent. I know he didn’t like my calling him on it because a few hours later he had the union representative breathing’ down my back. “So. But you know what talking’ to those people is like. In effect. even though they think he’s taking advantage of the company. the employees here enjoy having me sing while we work. He hears me singing’ here on the job. I just can’t seem to make any kind of an impression upon him. but I’m at a loss to know what more I can do about it. and I’ve called him down on it several times before. Sometimes several others in the group will accompany me. Actually. which he is actually inspecting at one time. and he hears the people talking’ about my career in music. Occasionally. they’ll sometimes defend an employee. I’ve tried just about every approach to jar some sense into that guy’s head. but for some reason I think he’s partial to the three female employees in our group. which is actually what I want anyway. but he thinks I’m disturbing them and causing them to ‘goof off’ from their work. Actually. This kind of thing has to be curbed. It’s funny. But this was just an idle threat. “You see. and so this time I really let him have it in no uncertain terms. A few days ago it was brought to my attention again. I let them both know I’ll not tolerate the practice any longer. ‘cause the most he can do is get me transferred out of here. I guess he figures I can be so cocky because I have another means of earning some money. That’s why I’m sure a transfer would be the best thing.unless the union would curb me on this practice. I don’t know what his object is. you can see. anyway. It’s an unpleasant situation for everyone concerned. Well.
if he keeps it up much longer. You know there’s an old saying. It seems to me he may be suffering from illusions of grandeur. For this reason I’ve been keeping’ my eye on that bird and he steps out of line any more.’ The guy is simply unscrupulous. I’ve called him on it several times. May be you’ll have better luck.K. He feels no obligation to do a real day’s work. But his whole attitude around here on the job is one of indifference. Yet I know the guy can do a good job. and I may have told him to go somewhere else. Page 18 of 24 . But I didn’t give him an answer when he asked me. and he certainly isn’t a good influence on the rest of my group. by me. although I’ve made every effort to find out if there was such a thing. too. There may be something that’s troubling him in his personal life. I think he purposely tries to agitate them against me at times.“I don’t know what it is about the guy. Well. But in recent months. but I think he’s harboring some deep feelings against me. “I feel quite safe in saying that I’ve done all I can rightfully be expected to do by way of trying to show him what’s expected of him. ‘because all he does all day long is it over there and croon his fool head off. “I think it would be good for you to talk with him frequently. I don’t know. then I’ve got to start paying closer attention to the situation. It’ll give him a chance to think the matter through a little more carefully. he’s slipped for some reason and his whole attitude on the job has changed. because for a long time he did.” Q) Prepare a write-up on your Learning from the above Case study. he and I are going to part ways. it’s even getting to the point now where I think he’s inducing other employees to ‘goof off’ a few minutes before the lunch whistle and go down to the washrooms and clean up on company time. ‘cause I was steaming’ mad at the time. Thinks he’s a Frank Sinatra! No kidding! I understand he takes singing’ lessons and he’s working with some of the local bands in the city. All of which is O. He’s asked me for a transfer. but when his outside interests start interfering with his efficiency on the job. so I know he wants to go. he’s going to find himself on the way out. ‘because I’ve tried to handle that bird with kid gloves. For what. Why. Frankly. ‘You can’t make a purse out of a sow’s ear. but words just don’t seem to make any lasting impression on him. and I’ve been unsuccessful.
the Wings. (HMSI): Honda is the world's largest manufacturer of 2-wheelers. It has facilities like gravity die-casting. the latest news in is not good for the auto sector as worker strikes have led to downfall of production and loss of profits. 200 crores. The HMSI paint shop is among the most advanced in the world with automated lines and a robotised paint booth. Hero Honda.) Ltd. (HMSI). Scores of workers were severely injured and taken to hospital. Japan. This scooter employs stateof-the-art Honda technology and is equipped with unique features never seen before in India. The Honda Activa sets a new standard for a new era of scooters in India. press and fabrication shop. All of the affected companies are trying to arrange alternative arrangements to restore productivity. The Honda Activa has been developed exclusively for the Indian market by closely examining the way scooters are used in the country and applying the know-how accumulated through 15 years of doing business in India..) Ltd. With the changing lifestyles. in the city of Gurgaon.000 scooters per year. paint shop and frame and engine assembly. It has a capacity of 100. These wings have now arrived in India as Honda Motorcycle & Scooter India (Pvt. Others were taken into custody by the police. The Honda Activa has been designed to cater to the people who believe: o The conventional Indian scooter is too big and difficult to handle. in Gurgaon district of Haryana. in a record time of only 13 months. The foundation stone for the factory was laid on 14th December 1999 and the factory was completed in January 2001. a wholly owned subsidiary of Honda Motor Company Ltd. at Manesar. the consumer's needs from a 2-wheeler are also changing. Its symbol. 2005 clash between the police and workers of Honda Motorcycles and Scooters India Ltd. Its initial investment stands at Rs. heat treatment. The HMSI factory is spread over 27 acres. and Maruti Udyog based here. However. Gurgaon can be considered as the auto hub of India with factories of Honda. Honda Activa is the first scooter model of HMSI for the Indian market. steel and aluminium machining. represents the company's unwavering dedication in achieving goals that are unique and above international norms.Case Study IV Honda Unrest Introduction: India's image as an attractive destination for global capital may take a beating after a July 25. Honda Motorcycle & Scooter India (Pvt. located near New Delhi. Page 19 of 24 .
The Honda Activa is especially designed to meet the needs of new Indian families.000 scooters and motorcycles a day. apprentice and trainees in the process. Fact Profile: Honda's Gurgaon plant has 2. Honda Motorcycle and Scooter India became one of the biggest sufferers where the strikes started in June 2005. Reacting to this.o The scooterette is too small and similar to mopeds. and finally things came to a head when workers demonstrated and were brutally beaten by the police. Powered by a 4stroke engine.800 'Line Associates' of HMSI joined ranks with the strikers and the company tried to make up for lost labour by taking help from vendors and involving contractual labour. As they tried to cross the national highway. The workers of the company along with union leaders — who were members of a political party— had staged a protest march. In the beginning of July. The mob then marched off to the Mini Secretariat where they again started pelting stones at the police. the police tried to stop them but were beaten up by the mob.700 of the total 1. The company has around 1900 workers of which only around 38% were working during the labour trouble. Page 20 of 24 . These actions were deeply resented by workers. Many more involved companies especially auto component makers were affected by these strikes in the region. But after workers began agitating for a wage hike since December 2005. The regular production of the company is in the excess of 2000 vehicles per day. the deputy commissioner ordered a lathi charge in which the police went berserk and beat the mob black and blue leaving about 100 injured. it has a steel body that enables full utilization of the existing service infrastructure. About 1.000 motorbikes. Honda management suspended some (50) workers and dismissed (4) others. production fell to 400 vehicles a day.000 workers on its rolls and once produced 2. replacing them with contract laborers and raising the daily output to 1. It offers user-friendly utilities like a helmet box. Trouble has been simmering in the Honda factory for eight months. The DSP and the constables were injured severely. The strike costed them losses worth about three billion yen ($27 million) through lost output during a violent labour dispute. a flat footboard and ample ground clearance. The strike commenced after a few workers were suspended and dismissed for creating trouble and damaging products at the plant. who saw the move to replace permanent staff with temporary laborers as a cruel violation of their rights.
2005 AITUC leader Gurudas Dasgupta complains to Page 21 of 24 . AITUC general secretary and CPI MP Gurudas Das Gupta had taken the stand that workers were being victimised for forming a trade union. The All India Trade Union Congress (AITUC) threw its weight behind the company’s trade union. and that the company's decision to hire temporary workers was unethical. This was an outrageous example of the police acting as agents of the multinational company. However. many with serious head injuries in this attack shown on television screens. It did condemn the lathi charge on them but at the same time categorically stated not to take back any of the suspended employees till a third-party inquiry against them is completed. Time Line of Events: Following is the sequence in which events occurred to witness the labour unrest in Honda. 2005 A HONDA official kicks a worker May 26. Workers in factories in Gurgaon were not allowed to form trade unions and efforts were made by the big companies to suppress all trade union activities. The brutal assault by the police on the workers of the Honda Motors and Scooters in Gurgaon shocked the country. The company mangement termed the clash with police as an event that took place outside its factory premises. Analysts say that the Honda factory's workforce may have been justified in asking for a raise. The district administration’s complicity in suppressing the rights of the workers was also well established. The Honda factory is thus seen as an illustration of how workers rights are suppressed.Honda motorcycle and Scooter India (HMSI) denied not reinstate any of its suspended workers without completion of an inquiry. The company had been in the grip of a major labour unrest for over a month. They have also condemned the police's brutal response to the workers' protest march. Hundreds of workers were injured. The unrest saw the company. a fully-owned subsidiary of Japan’s auto major Honda Motor Co.. Barely half of the company’s labour force was reported to be working after the agitation began. which India's independent television stations recorded and broadcast blow-by-blow. In a systematic and premeditated fashion the police launched a savage attack on workers protesting against the illegal actions of the Honda company. it expressed to consider to provide financial assistance to those injured in case a specific request came in. January 17. suffer huge losses due to production being scaled back.
Deputy Superintendent of Police beaten up. The first batch of workers resumed work on August 1. devotion to duty. 2005 Workers get union registered. Company dismisses four union office-bearers and suspends over two-dozen workers.M. – About 3000 marching workers clash with police. 2005 Dasgupta meets the Prime Minister of India after writing to him. Some injured workers also reached the Honda factory to carry out certain formalities for payment for their treatment. The company. June 27. 1. July 6. Normalcy returned to the Honda Motorcycles and Scooters India Limited factory in Gurgaon.M.30 P. July 25. completely observe the certified standing orders applicable to the establishment and refrain from sabotage activities etc. Workers assemble there. 2005 11 A. Company willing to allow workers in if they sign undertaking July 21.Haryana Chief Minister May 30. Workers told by police to go to mini-secretariat at Gurgaon to submit memorandum 2. bringing to an end a month-long labour problem. over 500 policemen surround them and beat them up. meet company targets. as per the agreement reached between them. 2005 Unofficial lockout. 2005 morning at 6:00 am after signing an undertaking which said they "shall abide by good conduct.30 P. Same day all workers stopped from entering company premises. discipline. while the third started at 11:00 pm.M." The second shift at the Honda factory started at 2:00 pm. as workers joined duty. promised the Page 22 of 24 . 2005 Unions asked why workers not allowed in despite giving undertaking.
2. Around 45 personnel from a private security agency were in charge of security inside the factory. As much as India would like to compete with China economically. they resorted to a "go slow" technique. There are some pressing issues that need to be examined. Kiyomichi Ito. Specific Issues: The case raises certain specific issues as noted below: 1." a Honda official said. including many in the automotive sector. It is business as usual because we have reached an amicable agreement. under which all employees. "This is the normal security drill at the factory. would be taken back. They signed an undertaking and went to hospital after taking a half-day leave. We are not expecting any untoward incident. The stalemate ended with the management and agitating workers reaching an agreement on late July 29. India's labor force is culturally and politically very different from its counterpart across the Himalayas. Indians should Page 23 of 24 . Putting labor reforms on the back burner in an effort to attract FDI and keep economic reforms moving forward risks derailing development in the future. 5. The settlement was brokered by the Haryana Government. Japan is India's fourth largest source for foreign direct investment (FDI). said. are located in Gurgaon. a development that provoked the violence. Management responded by hiring temporary workers to boost output. 3. 2005 night. 4. It must be understood that Gurgaon is merely the tip of an iceberg. including the four dismissed and 50 suspended. Indians will not condone the kind of sweatshop economy that prevails in China. "Such incidents would influence investor perception and may have an indirect effect.injured workers paid leave. When the Honda facility's workers wanted a raise and found the management unwilling to make concessions. managing director of Toyota Kirloskar Auto Parts. Honda would also increase the wages of the employees and would not take any disciplinary action against workers who agitated against the company. and some 70 percent of all Japanese companies in India. Security arrangements were in place to prevent any untoward incident and around 30-40 policemen were posted outside the factory. It is clear that management took the easy way out instead of addressing a legitimate worker demand for better pay. The workers would not get salary during the period they were on strike. The votaries of "big bang" deregulation have been trying to reduce labor reforms in the context of the increased flow of FDI.
Submission Guidelines 1) Submit your completed assignments before the end of the orientation program to your assigned Faculty Mentor which would be informed during the orientation program. 3) Use a font size of 12 and font Times New Roman. (No Excuse will be entertained for non submission. As much as India would like to compete with China economically. Avoid embarrassment at the time of Registration. and these have to be taken into account while doing business. Indians will not condone the kind of sweatshop economy that prevails in China. and China still remains an attractive investment destination. Prior to your registration." 6. Page 24 of 24 . Should the Honda management be prosecuted for declaring an illegal lockout? Should the central government of India ensure that all the multinational corporations in the National Capital Region conform to labour laws strictly? Approaches: It must be understood that Gurgaon is merely the tip of an iceberg. Q) Analyze the case and write your approach to handle the problem described in above case study. This must be in MS Word 2003 format.understand that the capital investor has varied choices. The entire episode is to be seen from this approach for its solution. India's labor force is culturally and politically very different from its counterpart across the Himalayas. As an important trading partner and source of FDI for India. Japan and its companies must understand that every country has its own social and cultural peculiarities.) 2) The assignment to be submitted on a CD.
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