Supervisory support HR case study

Joseph a plant level worker has been twenty years of experience, in Zeal Zink Ltd, a large scale industrial establishment in Maharashtra. He is hard working, competent, punctual and reliable employee of Binani Zink Ltd. He is having good interaction and interrelation with his superiors, co-workers and other members in the organization. The management has better impression and appreciation about his performance and commitment. The only disagreement the management has on him is his affiliation to one of the trade unions in the organization. Management didn't have any impression towards the existence of trade unions within the organization as they believed that trade unions are to mislead and exploit the work force and a big hurdle in the smooth progress of the organization. To make Joseph more work oriented, management decided to promote him to supervisory level. The promotion decision is beyond his expectation. He found himself very happy with the situation and felt obliged to the management. Only hard working, competent and skilled employees are promoted to the higher position. The supervisory positions in the organization have better compensation packages, power and authority in relation to the responsibilities. Joseph highly motivated to work for the organization and felt highly obliged towards the management. He acquired better acceptance and recognition in the supervisory position from his superiors and co workers within short span. He performed his duties in accordance with the expectation of the management. As per the official communication, Joseph met one of the senior level officials Mr. Kiran in his cabin. Kiran detailed new responsibilities and tentative targets to Joseph, inducing management expectation on him. After making some formal discussions, Kiran started informal discussion with Joseph enquiring employee's welfare, satisfaction level and many other topics. He enquired about Josephs family members also. During the conversation Kiran also enquired about Joseph's trade union activities and his strong affiliation to them. He informed Joseph that management is unhappy about his trade union affiliation, as he performs a managerial role in the organization. He demanded the gradual separation from the trade union and asked him to work for the management for better career. Kiran asked him to think about it and take a decision without loosing time. Reserving his comment on Kiran's demand, Joseph returned to his plant. Kiran's demand to quit the trade union membership was really disappointing to him. He has of the feeling that to protect his rights and privileges; all along trade union has been with him. With the existence of trade union, employees feel safe and secure in their job. Many questions aroused in his mind, that "shall I quit the trade union? Is it fair to quit the trade union as they

supported to me in many contingent situations? Will the management support me in my future? Do they follow their promises? Who am I, a Worker or a Manager?... as there is wide disparity between employees and employers? As many employees have similar experience in the past, is it safe to do so? Many conflicting thoughts made him more confused to take appropriate decision in this matter. Though he had plenty of information about management approach towards employees in the organization, he decided to take a decision in favor of management, considering future prospects. As an initial step he started getting aloof from many of the trade union meetings and activities in the organization. The trade union has close observation about their party men. They observed the changes in the attitude and behavior of Joseph. Trade union leadership demanded clarification from him. Joseph continues to get aloof from the trade union activities by showing some personal grounds and engaging himself more on work activities. He informed management that he started his gradual separation from trade union. Management become quite happy about his decision and extended full support in his occupational career. Having a peaceful mind, with a decision to involve the work more, as a managerial supervisor, he started his newly allotted task. His new task required more members and that to be accomplished as a team. Supervisors form different department also took part in the task performance. Though the members worked as a team there they had to follow the timely instructions of the senior managers. They don't have that much of freedom and autonomy to take decision on production and to take initiatives to achive the target with better alternative measures. As per the guideline of the top management they have performed their duties and responsibilities. Joseph and other supervisory members worked hard to get the predetermined result, as expected by the management. The annual production statistics published. The department where Joseph has been working reported low level performance. The inspectors pointed out problems that related to quality level. The top management as usual flayed junior - middle level mangers and supervisors who are in charge of the department, low level performance. While the middle and junior level managers, as usual, redirected those allegations to the supervisors and members in the department, showing their sheer negligence and lack of commitment on their part. The supervisory members especially Joseph who all along worked hard to get better output, disagreed with the allegation made by the superiors. He has of the impression that, after all they simply followed the instructions of their superiors. The supervisory members decided to meet top management to inform them the real facts. They drafted a memorandum and handed over the same to the top management officials, indicating the real situation that went on poor outlay.

Kiran informed Joseph that. Kiran informed Joseph that. Joseph felt that instead of understanding the problem in an impartial way management tried to resolve the issue by developing new strategies that safe guard the management and victimizes the members. Joseph shocked to hear management decision in this matter. . top management decided to transfer few of the supervisory members to the other departments and taken decision to transfer a few members from this organization to the sister concern. He could not find any justification on the part of management. He felt that mangers do not have any intention to support employees in their crisis. He felt that here management has shown their vested interest. as a step to curb the situation and maintain the quality of the production. Joseph became more aggressive decided to continue his membership in trade union and forwarded the complaint to trade union indicating the victimization. He management decision to transfer him and his fellow supervisory members to different departments in other sister concerns is a measure to marginalize and victimize them. He felt that the attitudes of the management always behave as 'big bosses' and never going to change.After two days top management asked Joseph to meet Kiran. the Senior Manager in the organization for further discussion of the problem with due consideration to the memorandum. his knowledge and competency are not sufficient to handle new responsibilities as it require more training and attention that he required to get it from other organization. During the meeting. They try to protect management members from negative consequences and corrective measures from the top. The transfer list contains Joseph's name also. partiality to protect middle and junior level managerial members. Kiran also informed Joseph that management decided to withdraw extra incentives that extended to them as the nature of transfer is more of a training program and punishment one. He got totally depressed about the management decision. Kiran informed the top management decision about the issue that they totally dissatisfied with the performance of the supervisory members.

.But when the annual production summery produced joseph s team performance was very low. Conclusion ability to take correct decisions. Any way it was not possible to justify the management attitude towards trade attitudes towards low and middle level trade unions. Once in an official conversation kiran one of the senior level officer advised him to terminate the member ship with trade union and also offers more opportunities if he terminate the membership . . I conclude that josephs in ability to take correct decisions causes to lost his job. and because of this reason management cut all the incentives.strategies to avoid un skilled workers. Findins . . . Finally joseph understood the management strategies and decided to continue with the trade union.Management v\s trade unions introduction This case deals with the management attitudes towards the low and middle level trade unions . .This is explained by taking the case of joseph who has member ship in both trade unions and also a plant level worker.finally he decided to leave from trade unions .joseph s wrong decision to continue with trade unions. Management s strategies to eliminate trade unions. Because of his hard working management decided to post him in the supervisory level... Management also transferred him to their sister concern.

which provides IT solutions across the communications value chain and hence aids clients to accelerate product development life cycle.The H R Case Study It is Thursday. Mr. He has the profiles of the engineers of NDSS who are most likely to be sent to Germany. New day is also present in Shanghai (China). Hyderabad & Chennai in India. New Day s proprietary quality management system strengthens its business offerings and ensures client satisfaction.It is 4:15 PM on the clock. Vice President . and works with Network OEMs. Frankfurt (Germany) and Stockholm (Sweden). New Day's customer profile includes Global Fortune 500 and Tier 1 companies in these segments. Mumbai.5 P s. Reena Sharma hands over the report sent by Ralz describing the job profiles of engineers at NDSS Germany. he has a conference call with his German counterpart. New Day s commitment to environment is highlighted by its ISO 14001 certification. the corporate office of the company in Bangalore. on the issues related to Manpower requirement and allocation. New York & Santa Clara (USA). The innovative spirit of NDSS can be seen in its people policies. ISO 27001 and TL 9000 certified. his secretary. The HR policies make NDSS the most preferred company to work for. Chief Operations Officer. Hence excellence in service and its global presence makes NDSS the preferred company by its clients. Established in 1999. New day employs over 4.Human Resource of New Day Software Solutions (NDSS). Guildford (UK) and Boston. It operates from state-of-the-art research and development centers in Bangalore.500 people. At 4:30 PM. It has the concept of For By and Of the Employee which is unique and well known as the best in the industry. Ms. but he is still unsure about the adequacy of the information in hand. New Day offers a unique combination of research and development consultancy. is deep in thought in his office on the 4th floor of NDSS House. NDSS was ranked the best company to work for in India for the year 2007 in a survey carried out by a leading HR consultancy. Ottawa (Canada). Ralz Bernhard. Dallas. wireless software products and software services. 24th Jan 2008. Terminal Device OEMs and Operators across the world. New day is SEI CMM Level 5 certified and its solutions are ISO 9001:2000. He has just returned from a week long business trip to the US and is now probing over the matter related to relocating the NDSS engineers to the new subsidiary NDSS Germany which was known as Deutsche Technologies before acquisition. He has done his homework. At 5:00 PM. Semiconductor Vendors. German Subsidiary . At Home New Day Software Solutions is an IT Company. Nice (France). R Krishnan.NDSS Germany.

NDSS and Deutsche Technologies together complement each other. What was its reaction to the acquisition? CEO: Interestingly. Excerpts from the interview are as follows: Interviewer: Why Deutsche Technologies was keen on getting acquired? CEO: I would like to give you a brief background of the company to answer this question. our main customer. We were directing the senior management of the company on how the company should run. Moreover plenty of design work was moving from Germany to China and India. . pertaining to the company s acquisition by an Indian firm. We did not want to face direct price competition. NDSS Germany is a global company which works on wireless technology. It clearly said. 28th January 2008. The company improves the competitiveness of its customers among their rivals by accelerating their R&D and testing processes to achieve high quality products. we would lose control on what we were doing. NDSS Germany lost some acquisition opportunities to German competitors. Interviewer: Why didn t you start your own company in India? CEO: To start something in India you have two alternatives: Organic Growth or Acquisition. The Interview CEO of NDSS Germany Lars Lau had a press interview at 10:30 AM on Thursday. But the operations team was too busy to look at anything else other than their work. but with reasonable risk and that was the only way for growth and security of our business. we decided to be acquired. Interviewer: Why NDSS? CEO: My team and I were really impressed with the low employee strength of NDSS as compared to other bidders. Both of them require a lot of money and this might also prove risky for business at home.Established in 1995. The core business areas are hardware. Being such a small company there is no separate HR department. Interviewer: Switch. To please Switch. Between 2001 and 2002. Moreover it shared Deutsche Technologies values. We thought if we choose other bidders offering a higher price and who were also bigger in size. Switch had already asked us to enter India. Our aim was to globalize. software and mechanical design and testing related to these areas. We had hardware design skills that NDSS did not boast of and we were also interested in NDSS s semiconductor clients. China or the US. Currently NDSS Germany employs 400 people. To be our good partner in R&D you have to establish yourselves in one of those places. the leading mobile handset maker contributes as much as 85 per cent of Deutsche Technologies annual revenues.

Financial integration is over and technical integration is in progress. People stick to their jobs in Software industry for 10 to 20 years. at Germany. These are a few important issues that came to my mind. unions negotiate amongst themselves and the salary hike is then based upon the agreed contract which is reviewed once in 3 to 4 years. We. The Situation The acquisition process started in June 2007. including Human Resource integration by March 2008. From the functioning point of view. Both the parties intend to close the entire process of integration. in Germany. Wasn t this an area of concern during the integration process? CEO: There are many differences as such. bureaucracy is rampant in India. have learnt to be effective. One point of difference that emerged was the attrition rate in Germany which is less than 2 per cent. We now learn that in India you have buffers in terms of employees and other resources. In India there is a salary increment of 15 percent annually across the board. and not have buffers in our system. As far as salaries are concerned.Interviewer: European and Asian countries have many cultural differences. . which is not the case in India.

They produce most of the company s product and people may not feel any difference between them. Established in 1999. It operates from state-of-theart research and development centers in Bangalore. Conclusion The NDSS company is a growing and finds the possibilities of exposure in different countries.500 people. They try to adjust with the situations and adapt the environment that exists in each country. software and mechanical design and testing related to these areas. New Day offers a unique combination of research and development consultancy. The innovative spirit of NDSS can be seen in its people policies. and works with Network OEMs. The company improves the competitiveness of its customers among their rivals by accelerating their R&D and testing processes to achieve high quality products.For . So it had to work hard to get more market share. Hence excellence in service and its global presence makes NDSS the preferred company by its clients. In order to maximize their income they have to consider many things. Though they grow fast they have to face many competitions from the competitors. Semiconductor Vendors.Human Resource of New Day Software Solutions (NDSS). by and off the people introduction New Day Software Solutions is an IT Company. NDSS was ranked the best company to work for in India for the year 2007 in a survey carried out by a leading HR consultancy. Established in 1995. New Day s commitment to environment is highlighted by its ISO 14001 certification. The core business areas are hardware. . ISO 27001 and TL 9000 certified. Hyderabad & Chennai in India. Vice President . Mumbai. R Krishnan. wireless software products and software services. Findings New day is SEI CMM Level 5 certified and its solutions are ISO 9001:2000. which provides IT solutions across the communications value chain and hence aids clients to accelerate product development life cycle. They utilize the method of acquisition of the company s in different countries in order to expand their business. It has the concept of For By and Of the Employee which is unique and well known as the best in the industry. The HR policies make NDSS the most preferred company to work for. New day employs over 4. They work hard to cope with the cultural difference of different countries and their traditions and practices. NDSS Germany is a global company which works on wireless technology. New Day s proprietary quality management system strengthens its business offerings and ensures client satisfaction. The company has another branch in Germany. Terminal Device OEMs and Operators across the world. Frankfurt (Germany) and Stockholm (Sweden).

In India there is a salary increment of 15 percent annually across the board. Because of this reason people prefer the company and buy the product of the firm. As far as salaries are concerned.The advanced technology and modern devices make the company different from others. So it becomes a power to the company. . unions negotiate amongst themselves and the salary hike is then based upon the agreed contract which is reviewed once in 3 to 4 years. in Germany. So these multinational companies are very useful for the economic boost in the operating country and is given due importance to them by the government rules the country. There may have lots of differences between different countries.

000 employees. Only FMCG companies stuck to DD because of its terrestrial network to reach the rural and semi-urban audience. The depleting Television Viewer Ratings (TVRs)6 of the DD programmes was also a cause of concern as advertisers deserted due to its low viewer ratings. DD faced the heat of competition from private satellite channels. which found their roots in the mismanagement of affairs. DD was plagued by multiple problems. In 1999-2000. .2Analyst's felt that DD's sagging revenues were only tip of the iceberg. Analysts questioned the capacity of the Government to own DD and many felt that privatization would be the only solution. Star.3 Ads of Pepsi and Coca-Cola were found only during sports telecasts. in 1999-2000 Doordarshan (DD)1 had a revenue growth at 50%. In 1992. In the Cable & Satellite (C&S) homes it was found that there were hardly any viewers for the DD programmes. DD's honeymoon with success seemed to be over.1mn compared to Rs 3.5 DD outsourced 50% of its programmes from the private producers.DD showed signs of revival with the launch of DD World (a channel for NRIs) and had relative success with some of its regional channels (Refer Table I for different DD channels). advertisers and audience had deserted DD. Sony had projected 4050% revenue growth.4 In spite of having over 21. improper investments and poor financial management plagued the performance of DD. when the Government opened airwaves to private players. By the late 1990's the private producers. DD earned revenues of Rs 6.Not even one car company advertised on DD and even two-wheeler manufacturers kept a low profile.Analysts felt that DD would need a budgetary support of Rs 5 bn during the fiscal 2000-01 to sustain itself as its revenues would not be enough to meet its expenditure.Doordarshan's Problems After years of falling revenues. However by the end of 2000-01. Under utilized infrastructure. DD's revenues were projected to grow at 6-15% while private channels such as Zee TV. In late 1990's DD faced number of allegations of largescale scams and irregularities. In 2000-01.99 mn in 1998-99.

especially from the private channels such as Zee TV. Viewers began to switch to private channels. Star. transmission quality and program content were deteriorating. they were surging ahead of Doordarshan (DD) in terms of both revenue and viewership. a number of private cable TV channels were launched in India. Findings y y y y Growth Of Private Channels And Cable TV In India Loosing of market shares due to private companies Difficult to stay competitive in the industry Lack of innovative ideas Conclusion Here in this case we can observe that the television broadcasting and servicing industry has become a very huge success . which were better at catering to their tastes and needs. Sony . by bringing variety in their television programs and should try to retain their market shares so that there will be a greater chance of attracting the advertising companies and will be able to make a good profit . With their sleek presentation and innovative programming. And it has caused a big competition to the government channels like doordarshan . Due to the poor management at Doordarshan. so the government have to take necessary actions to stay competitive in this industry and improve the standard of doordarshan .Cable networks competition Introduction In the mid 1990s.

In other words.000 retailers. These measures led to the entry of foreign players like DeBeers. Gili and Carbon opened outlets in various parts of the country.000 workshops supplying over 350.Branded Gold Jewellery Market in India In the late 1990s. the focus seemed to have shifted from content to design. the number of gold retailers in the country increased sharply. Branded jewellery also gained acceptance forcing traditional jewellers to go in for branding. In 1997. In 1993. Oyzterbay. In 2001. Moreover. only the Minerals and Metals Trading Corporation of India (MMTC) and the State Bank of India (SBI) were allowed to import gold. This led to a highly fragmented and unorganized jewellery market with an estimated 100. (Refer Table I for carat calculation) As Hallmarking7 was not very common in India. However. mostly familyowned. Given the opportunities the branded jewellery market offered. the share of branded jewellery in the total jewellery market was still small (about Rs. According to a survey done by the Bureau of Indian Standards (BIS). consumers trusted only their family jewellers when buying jewellery. Over 80% of the jewelers sold gold jewellery ranging from 13. though growing at a pace of 20 to 30 percent annually.Before the liberalization of the Indian economy in 1991.6 Jewellery was fabricated mainly in 18.3 Tiffany4 and Cartiers5 into the Indian market. the Indian jewellery market witnessed a shift in consumer perceptions of jewellery. affordable and lightweight jewellery soon gained familiarity. The late 1990s saw a number of branded jewellery players entering the . 400 billion per annum jewellery market in 2002). 855 tons were consumed a year. 95% of which was used for jewellery. under-caratage was prevalent. gold and diamond mining were opened up for private investors and foreign investors were allowed to own half the equity in mining ventures. 22 and 24-carat gold.5 carats to 18 carats as 22-carat gold jewellery. Instead of being regarded as only an investment option. single shop operations. 10 billion of the Rs. overseas banks and bullion suppliers were also allowed to import gold into India.8 most gold jewellery advertised in India as 22-carat was of a lesser quality.The branded jewellery segment occupied only a small share of the total jewellery market because of the mindset of the average Indian buyer who still regarded jewellery as an investment.The bulk of the jewellery purchased in India was designed in the traditional Indian style. In the 1990s. Trendy. India had the highest demand for gold in the world. Consequently. the branded jewellery players tried to change the mindset of the people and woo customers with attractive designs at affordable prices. The abolition of the Gold Control Act in 1992. Exporters in export processing zones were allowed to sell 10 percent of their produce in the domestic market. and some of them even launched their in-house brands. Traditional jewellers also began to bring out lightweight jewellery. the number of retail jewellery outlets in India increased greatly due to the abolition of the Gold Control Act. jewellery was being prized for its aesthetic appeal.2 allowed large export houses to import gold freely. Branded players such as Tanishq.

sold 18-carat gold jewellery under the brand name Gili. . Titan sold gold jewellery under the brand name Tanishq.Indian market. which marketed the Tiffany range of products in India. a Mumbai-based jewellery exporter. Gitanjali Jewels also started selling 24-carat gold jewellery in association with a Thai company. launched its collection of diamond and 22 -carat gold jewellery in 1997. Su-Raj (India) Ltd.9 Other players who entered the Indian branded gold jewellery market during the 1990s and 2000-01 included Intergold Gem Ltd.The Mumbai-based group. Pranda. Cartiers entered India in 1997 in a franchise agreement with Ravissant. Oyzterbay. Dagina.. Carbon and TribhovandasBhimjiZaveri (TBZ). Beautiful. while Gitanjali Jewels. launched its own range of studded 18-carat jewellery.

"Branded Gold Jewellery Market in India". The case also explains how the branded players are changing the perceptions and attitudes of Indian customers towards jewellery. this is a good sign for this business in our country . findings > effectiveness of the strategies adopted by the branded players for increasing their share the market of > Identify the branded jewellery player who is likely to lead the industry > threats for the small scale jewellery business Conclusion Jewel business has always been a great success in Indian business industry .Currents trends in jewellery business Introduction The case. india was always famous for its use of gold this has attracted many private firms to start jewellery business . due to the increasing need for jewels of the peoples in our country. New improved techniques are being introduced in this business that has made this industry to reach new heights . gives an overview of the branded jewellery market and branded jewellery players in India. The case explains the shift in preference of Indian consumers from heavy jewellery to lightweight jewellery and the entry of branded jewellery players in the Indian market. The strategies adopted by branded players to increase their share in the jewellery market are also discussed. and they have started do business all over india .

Account holders could deposit. It chose to use mobile phones as the mode of communication between banks and the end users. The mobile number and password acted as authentication for transactions. CSP would send the new account details to Eko through his mobile phone and the account would get operable in ten minutes. The company decided to develop its product based on mobile phone. The company believed that a basic saving account is important for financial inclusion. Under this model. Eko developed a platform called Simplibank. The account holder would be given material with instructions and password to operate the account. Eko used neighborhood grocery and pharmacy stores as Customer Service Points (CSP). a Delhi. any person could approach a CSP to open a savings bank account. . withdraw. Eko designed its system in such a manner that its customer need to be just number literate to avail its services. based financial services company was founded to serve the section of the population which was financially excluded. It entered into a tie-up with erstwhile Centurion Bank of Punjab to provide no frills accounts to financially excluded people. and transfer to others' no frills account opened through Eko at CSP. India. The case describes in detail Eko's business model and highlights the need for financial inclusion initiatives. The Know Your Customers norms for those taking no frills accounts were relaxed so that more people could be included into the financial system. Eko realized that people from financially excluded communities owned mobile phones and the mobile penetration in India was rising rapidly.Eko India's Financial Inclusion Initiative Eko India Financial Services Pvt Ltd (Eko).

» Appraise the costs involved in the financial inclusion model of Eko. Bill Gates. . visited and spent a couple of hours at a tech start-up firm. 2008. and collected information about the progress of Eko's project findings » Understand Eko India's business model.Eko¶s banking technology introduction On November 04. Chairman of Microsoft. Conclusion Some analysts felt that even though Eko had developed a platform which was cost-effective and user friendly. According to the RBI Guidelines for BCs released in October 2008. This regulation would pose a problem to Eko when it expanded to cover rural areas where most of the villages did not have any bank branch within 15 km radius.. Eko India Financial Services Private Limited (Eko) in a suburb in New Delhi5.. India. » Analyze the opportunities and challenges in Eko's business model. » Appreciate the importance of financial inclusion and examine Eko's efforts towards financial inclusion of under-banked population. it might face some challenges while scaling up. any bank's BC must be within a distance of 15 km from the concerned branch in semi-urban and rural areas and within 5 km distance in the case of metros.

or other adverse developments. a closed-ended fund1.Analyzing the Risk Weighted Performance of Equity Mutual Funds In January 1994. Chennai. in January 2009. it was subject to the risks inherent in stock market investments such as interest rate risks. for the remaining periods the fund under-performed. as compared to its benchmark. the gap between the returns generated by the fund and BSE 200 has widened (Refer to Table I and to Exhibits III to X for detailed calculation of returns generated by MSGF for periods ranging between 1 year and 13. Even after careful investment. economic. the Indian subsidiary of Morgan Stanley Group Inc (Morgan Stanley). The fund was intended for retail investors with an investment objective of long-term capital appreciation. MSGF. MSMF was sponsored by Morgan Stanley Asset Management India Private Limited (MSAM India). and political. the fund outperformed the BSE 200. On the whole. The fund primarily invested in equity and equity related instruments.The fund seems to have performed quite well over the last 14 years. The performance benchmark for MSGF is BSE 200. the NAV of the fund is moving in tandem with BSE 200 . The company raised Rs 3 billion by issuing 300 million units at the rate of Rs 10 per unit. could be redeemed only after 15 years. and Ahmedabad Stock Exchanges. Kolkata. taxation. However. The liquidity for MSGF units was provided through listing on the Mumbai. as it invested mainly in those companies that comprised the BSE 200 index. there were chances that the fund might lose its value due to unforeseen incidents. and the risks relating to changes in governmental policy. it did not offer a guaranteed return.5-year and 10-year period. Delhi. While for a 13. currency exchange rate risks. Morgan Stanley Mutual Fund (MSMF) launched the Morgan Stanley Growth Fund (MSGF). Being an equity fund. the investments in equities were subjected to certain limitations as prescribed by SEBI2 guidelines (Refer to Exhibit I for SEBI Guidelines)Even though the fund was guided by certain rules and guidelines of SEBI. For the last three years.5 years).

This concept note is designed for students of Finance curriculum and can be discussed with the chapter on Portfolio Management and Security Analysis.. This concept note is designed for students of Finance curriculum and can be discussed with the chapter on Portfolio Management and Security Analysis Findings In this section. a close ended equity mutual fund with its benchmark BSE 200.. Sharpe's ratio can be calculated by the following formula S = (Rp . The note evaluates the fund's performance based on three different measures namely Sharpe's Ratio. Taurus Star Share fund (Taurus fund). conclusion The note evaluates the fund's performance based on three different measures namely Sharpe's Ratio. Treynor's Ratio and Jensen's Alpha to rank the performance of these equity mutual funds. It takes standard deviation as a measure of risk. BSE Sensex and other close and open ended equity mutual funds including IDFC Enterprise Equity Fund. and BSE 200. Sharpe's Ratio Sharpe's ratio evaluates the performance of a portfolio/fund based on the total risk of the portfolio/fund. . we are comparing MSGF with IDFC Enterprise Equity fund (IDFC fund). Taurus Star Share Fund. DSPML Tiger and Magnum Multiplier Fund. Treynor's Ratio and Jensen's Alpha to rank the performance of these equity mutual funds. It analyzes the risk weighted performance of Morgan Stanley Growth Fund.Rf)/ p Where Rp = Return on portfolio/fund Rf = Risk free return p = Standard deviation of return on the portfolio/fund...Mutual funds introduction This concept note explains the methodology involved in analyzing the risk weighted performance of a mutual fund.

he sought to transform Sony into an innovative and agile company. and analysts attributed it to the existing culture in the company. and the PlayStation gaming console. Sony's failure to bring out innovative products in spite of having the required competencies was one of the main reasons for the company's problems. is one of the leading manufacturers of consumer electronics devices and information technology products. it remains to be seen whether the reorganization can bring Sony out of its problems. the Japan-based multinational conglomerate. Each of the departments functioned like different fiefdoms. Sony's growing complacency led to its failing to recognize the growing popularity of new technologies and digital products and the company choosing to stick to its proprietary formats. Sony appeared to be on the path to revival. However. for the fiscal year ending March 2009. Sony was responsible for introducing path breaking products like the Walkman. In February 2009. But in the late 1990s.Sony Corporation Sony. hardly cooperating with each other. the company reported a loss. Stringer announced a reorganization that involved changes in the organization structure. For a couple of years. among others. Analysts attributed this to the silo culture prevailing in the organization. .Sony was caught off-guard and tried to revive itself under the guidance of its first non-Japanese head Howard Stringer. Through this reorganization. even when it was necessary. who took over as the CEO in 2005. However. the Discman. Moreover. with the aim of addressing the issue of its silo culture. it lost its leadership position in many product lines in which it was operating.

» Analyze how Sony can make its products competitive and foster innovation. Sony started off manufacturing telecommunications and measuring equipment and then began making transistor radios and tape recorders. » Examine the efficacy of the reorganization program initiated by Stringer in turning around Sony and solving its problem relating to the silo culture. » Understand the importance of organizational culture in effectively executing an organization's strategy.. The company began with 20 employees and a capital of ¥ 190. it will be very difficult to return to profitability. However. for the fiscal year ending March 2009. » Analyze other measures that need to be taken by Stringer to restore profitability of Sony Conclusion In his efforts to solve Sony's problems. Sony appeared to be on the path to revival. We simply have no alternative but to dramatically change the way we do things. He said. Sony's failure to bring out innovative products in spite of having the required competencies was one of the main reasons for the company's problems.For a couple of years..000. which constrains our competitiveness. the company reported a loss. and analysts attributed it to the existing culture in the company Findings » Examine the challenges faced by Sony in a competitive global business environment. Without those changes.Sony japan Introduction Sony was founded in 1946 as Tokyo Tsuchin Kyogo by Masaru Ibuka and Akio Morita (Morita). and not enough of the new.". "There is still a lot of the old Sony. Stringer decided to reorganize the company in February 2009 . .

"Customers recognize that a leading formula is more than great fares. when JD Power & Associates3 announced the results of the North America Airline Satisfaction Study4. This was the fifth consecutive year that JetBlue had bagged the top position7 On receiving the's also about people dedicated to providing exceptional service to one customer at a time. the company had been striving to provide superior service at lower fares. more than advanced technology on comfortable airplanes. . and it was this that distinguished it from other airlines in a highly competitive airline industry in the US..traditional network5 and low-cost6. and more than celebrated destinations . The 12.The study ranked the carriers under two segments ..Recruitment and Training at JetBlue Airways In June 2009. said. President and CEO of JetBlue. the US-based JetBlue Airways (JetBlue) found itself ranked the highest in the low-cost segment. Since its inception. Dave Berger (Berger)."8 JetBlue was founded in 1999 by David Neeleman (Neeleman) and started operating in February 2000.000 crewmembers here at JetBlue work hard every day to carry out this mission.

JetBlue had gained a reputation for treating crew members fairly and for providing them with a very good work environment. » Understand how training programs can be designed based on the specific needs of a company. in turn.. JetBlue essentially looked for people with positive attitude and who were highly focused on customer service. This. Integrity. Fun and Passion. Caring. » Appreciate the importance of recruiting the right people for a particular job Conclusion Over the years. The company believed that the employees must be treated the way customers are treated. While recruiting people. The company was founded in 1999 by David Neeleman. » Analyze the recruitment and training practices at JetBlue.. The details of training resources and different training programs for flight attendants and managers in the company are also discussed.Jet air ways recruitment Introduction The case examines the recruitment and training practices at the US-based JetBlue Airways (JetBlue). the company encouraged employees to give suggestions for improving its services and all employees were treated equally. The case ends with a discussion on the benefits JetBlue derived through its recruitment and training practices Findings » Understand the unique aspects of JetBlue's culture. helped employees keep the customers satisfied. . These practices made employees feel valued and respected and they developed a sense of ownership toward the company. which helped it to maintain exceptional customer service levels. The case examines different recruitment practices that existed in the company for in-flight crew and pilots. Since inception. » Examine the training resources developed by JetBlue. The company's culture was built around five values Safety. due to which they remained loyal to the company.

Unlike the typical grandmothers. HDC was. however. 'Our new brand identity communicates the very essence of our company. successful in presenting a contemporary image of Ayurveda (Refer Exhibit I for a note on Ayurveda and Exhibit II for the TVC). Himalaya Drug Company (HDC) launched an advertisement campaign for its range of personal care products branded 'Ayurvedic Concepts. confident that this 'universal branding' strategy would help make the company synonymous with herbal healthcare across the world. she conveyed her knowledge of age-old health tips and HDC's products in fluent English and was thus.However. many analysts believed that it was not the only reason for the radical changes being brought about in the company. .' with a new logo and brand identity. 'Himalaya. The company's website stated. who were used to advertisements featuring celebrities from the world of movies/sports. Analysts questioned the company's decision to bring Ayurvedic Concepts under the global brand Himalaya. the brand ambassador referred to as 'Dadima' (a Hindi language term for grandmother) be broke the stereotype image associated with grandmothers (and people of that age group) in the country.Branding Ayurveda In 1999.The television commercials (TVCs) for the brand featured an unusual brand ambassador. watched in amusement an old.' The company also decided to shift its focus from chemists and doctors (the prescription route) to consumers.They believed that it was not a wise move considering the huge investments it had made in establishing the brand.' The Rs 120 million1 campaign was extensively covered by the electronic and print media. as a science but was able to build a huge amount of recall for Ayurvedic Concepts.Himalaya Drug Company . However. and young. and Ayurvedic Concepts. in general. good-looking models. Not just that. Not only did it promote Ayurveda. Indians. the leading Indian herbal health care company. 'grandmotherly' lady promoting the brand. she was aware of the latest trends and happenings in the world around her Moreover. in a surprise move in December 2001. HDC announced that it would bring its domestic and global brands under a single global brand.HDC claimed that the advertisements managed to establish the credibility of 'Dadima'.

The company wanted to project that products under the Ayurvedic Concepts range addressed the complete body. and did so better than anything else as they were formulated with R&D support.Hymalayas ayurvedic concepts Introduction The case examines the marketing strategies adopted by the leading Indian herbal healthcare company Himalaya Drug Company (HDC) in the late-1990s. Conclusion HDC realized that it needed a campaign. 'Get on with your life.' The case explores the company's efforts on R&D. The case also explains rationale behind HDC's decision to bring all its brands under an umbrella brand 'Himalaya' Findings » Understand the issues involved in building the brand image of a product like Ayurvedic Concepts and the role of advertising in building the brand image. particularly the advertisement campaign for its personal care product range 'Ayurvedic Concepts. The brand was promoted with a tagline. .' which indicated that its products helped people cope better with the pressures of modern life. A three-pronged strategy was adopted by HDC for presenting Ayurveda as a contemporary form of medicine. product development and retailing fronts to change the perception of Indian consumers about the contemporariness of Ayurveda for health care. which would be able to destroy the commonly accepted notion of Ayurveda as something developed by 'sadhus' (Hindi-language term for saints).

Founded in 1903. bio-diesels. Issues: » Understand the environmental policy of Ford. However. diesels. in spite of its environmental initiatives. The company established targets to achieve reduction in the usage of energy. » Analyze the nature of criticism against Ford's environmental sustainability efforts. Ford was the fourth-largest automaker in the world based on the number of vehicles sold in the year 2009. » Learn about the initiatives taken by Ford to address issues concerning environment in its operations. It also pledged to invest in developing environmentally friendly vehicle technologies including hybrids. etc.Environmental Sustainability Initiatives at Ford Motor Company The case examines the environmental sustainability initiatives at the US based Ford Motor Company (Ford). The case also details other criticisms against the company. Ford attracted criticisms. advanced engines. Since the early 1990s. . Environmentalists criticized the company for not taking enough measures to reduce carbon dioxide (CO2) emissions from its operations. the company had started taking efforts to reduce the impact of its operations on the environment. water and Green House Gas (GHG) emissions.

. water and green house gas emission. The company has started its efforts for reducing impacts of its operations on the environment for past 19 years. But they have to face criticism in case of carbon dioxide omissions. So proper measures should be taken by the firm to avoid this. Findings Companies should promote eco friendly products. even if the ford motors are taking these much measures for reduce its adverse effects on environment then also they need to face some criticism for pollution.But still they are facing criticism in case of omission of carbon dioxide. Hybrids. Ford company can take measures to reduce omission of carbon dioxide to environment. Because they are not taking enough measures to reduce carbon dioxide emissions from its operation Ford motors are under taking some eco-friendly measures to prevent the ill effects on environment. It includes hybrids. advanced engines etc. It has taken initiative to invest in developing environmentally friendly vehicle technologies. Proper facilities should be made for disposal of industrial wastes. This omission is very dangerous to the respiration of human beings it may cause many health hazards to peoples.PROTECTION OF ENVIORNMENT Introduction Environmental initiatives of Foard motor company is analyzing in this case. dissels. CONCLUSION Ford motors are doing so many activities to reduce the ill effects of it on the enviorment. GHG are examples. The company s targets are to achieve reduction in usage of energy. Company should promote research for eco friendly products.

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