FMOB CASE STUDY

Case study 1:
Human Relations in Practice:

Q1. Do you think that Nawab's father understood and interpreted the
Hawthorne studies correctly?
Ans. No, I don’t think Nawab’s father interpreted the Hawthorne theory correctly
as he just restricted the theory to being nice to the employees, which means he
just understood a part of the theory. But actually, the theory and the study are
quite different as:
 The Hawthorne theory refers to the tendency of some people to work
harder and perform efficiently when they are participants to an experiment.
The term is often used to suggest the behavioural effect of managers
towards their employees. This also indicates that individuals may change
their behaviour due to the attention they receive from their superiors.
Nawab’s father’s partial knowledge ignored the other aspect of Hawthorne theory
which indicates the output capacity of workers in different conditions. The other
aspect focuses on the perception that workers or employees work better when
they are indulged in positive interactions.

Q2. If you were Nawal, what would be your reaction to your father?

Ans. If I was Nawal, I would have patiently listened to the advices and then, would
have reassessed what my Modus Operandi would be. I would have discussed the
correct application and interpretation of Hawthorne theory.
I would’ve raised certain points:
  There are people who work better in an environment where gratitude and
appreciation towards people (workers, employees) is expressed. They are
motivated to work better.
 Workers aren’t economic or technical machines, they’re driven by social
factors. Their needs and grievances should be attended to carefully and
policies should be formulated to suit both workers and the organization.
 The interpersonal relationships & ethical competence of a company and its
leaders is the pretext to why people offer loyalty and endurance to a
company.

Q.3 Is it possible to be nice to employees and achieve higher productivity. How?

Ans. Yes, it is surely possible for this to happen. Being nice to an employee,
without compromising on the organization’s goals and suitability is what is
required. Adhering to the employee’s needs and wants to an extent that the
organization could suffice. Identifying employees’ needs and then trying to apply
them within the code of conduct of the workplace could work. Managers should
try to cover their areas of interest in order to make them feel as the pillars of the
organization. Self-driven attitude would enable them to work for achieving higher
productivity.
Some of the methods through which this can be implemented is:
 Making sure employees have a good work-life balance
 Flexible and feasible working conditions
 Proper breaks, lunchtimes and respecting their privacy
 Rewards and Recognition
All this will instil a sense of belonginess and be valuable for both the employee
and the organization leading to a loyal and motivated staff which is essential for
higher productivity
Case study 2:
PERSONALITY: VIEWED DIFFERENTLY

Q.3 Do you think the comments of Ms. Pratyusha hold good?

ANS. Yes, the comments of Ms. Pratyusha hold good as she has a diplomatic
approach and is very opportunistic, which is the need for the modern corporate
world. She portrayed a pro active personality which means she identified an
opportunity, took an initiative, took actions and persevered until meaningful
changes occurred. She saw her job as challenging and fulfilling and was satisfied
with her job. Her extroversion was high therefore she shouldn’t limit herself to HR
and Marketing as with extroversion you also have a better leadership along with
job satisfaction and enhanced performance. It’s better in some situations that you
have a pragmatic approach rather than an idealistic one

Q.3 Do you think Ms. Pratyusha would have done better had she been in
Marketing or HR area?
Ans. “Sure, I’d be interested in getting into HR. I’ll be running my own hotel one
day if that happens”
Yes, I do think she would’ve done better because:
 High Extroversion
Her extroversion was high (she had around 200 friends). Due to this, she
had better interpersonal relations and skills which is a need for HR and
Marketing. Greater social dominance would have provided her an edge over
other staff. Being more emotionally expressive is what the jobs in these
areas demand.

 Adaptability
Reacting to new opportunities, threats and situations so as to suit the
organizational needs and goals is what is required of a good employee.
Adapting to trends and diverse human behaviour and needs may seem
something improbable, but it is what is required. Ms. Pratyusha exemplified
 adaptability by suiting to different situations and behaviours and hence
could be beneficial for her excellence.

 Persistence
She was persistent in acting upon her decisions. Greater effort and greater
longevity with enhanced leadership could be exemplified by her.
Case study 5:

MOTIVATION BEYOND MONEY:

Q1. Apply motivation theories you’ve studied to this case & analyse the theories
further.
Ans. Motivation is the reason for people’s actions, goals and willingness.
Internal and external factors that stimulate desire and energy in people to be
continually interested and committed to a job, role or subject, or to make an
effort to attain a goal : Motivation
Motivation can be intrinsic or extrinsic. Intrinsic factors are those which drive
oneself to positive motivation, i.e. they lead to satisfaction whereas extrinsic
factors include motivators that lead to dissatisfaction and in order to overcome
that, one works with more motivation.
 Maslow’s Need Hierarchy Theory
Abraham Maslow, a well-known Psychologist in a classic paper published in
1943, outlined the elements of an overall theory of motivation. His theory
was based on human needs. He felt that within every human being, there
exists a hierarchy of five needs. These are:
(i) Basic Physiological Needs: These needs are most basic in the
hierarchy and corresponds to primary needs. Hunger, thirst,
shelter, sleep are some examples of these needs. In the
organisational context, basic salary helps to satisfy these
needs.
In this case, Coca Cola provides higher salaries to employees
than their counterparts.
(ii) Esteem Needs: These include factors such as self-respect,
autonomy status, recognition and attention.
In this case, this is achieved through employee recognition.
(iii) Self-Actualisation Needs: It is the highest level of need
in the hierarchy. It refers to the drive to become what one is
 capable of becoming. These needs include growth, self-
fulfilment and achievement of goals
In this case this is achieved through job rotation, employee
growth and providing challenging and achievement-oriented
work.

Maslow’s Theory focuses on the needs as the basis for

motivation. This theory is widely recognised and appreciated.

 McGregor’s Theory X and Theory Y

After various observations, Ms. Kiranmayi seemed to fall under Theory Y.
They assumed that she can take the responsibility and gave her the
autonomy to take decisions & perform dynamic jobs. Such autonomy was a
major driving factor for her.

 Two Factor Theory

It states that there are certain factors in workplace that cause job
satisfaction, while a separate set of factors cause dissatisfaction, all of which
act independently.
In this case ASM focussed on intrinsic motivation factors that are directly
related to work or outcomes derived from it, such as growth opportunities,
recognition, rewards etc.

 Equity Theory
It comes into play as the salary range of Coca Cola employees was more
than the any equivalent employees of competitor companies. The
employees compare themselves with equivalents in other companies and
finding themselves in a better position makes them motivated and keeps
them encouraged.

 McClelland’s Theory of Needs

This theory states that every person has one of the three driving
motivators: Need for achievement, affiliation or power.
Ms. Kiranmayi displays a need for achievement.
Q2. Can the same motivation be applicable with other employees also?
Explain with reference to this case.

Ans. No, I don’t think that the same motivation is applicable to all
employees as every employee has different needs and personalities. The
needs of different employees are very much different and every employee
will not like autonomy and responsibility like Ms. Kiranmayi did. The new
challenges and new positions might create more pressure on them.
Moreover they might prefer recognition and rewards in the form of bonus,
rewards , salary increase , awards , promotion etc.