Karnatak Law Society’s GOGTE INSTITUTE OF TECHNOLOGY UDYAMBAG, BELAGAVI — 590 008 (An Autonomous Institution under Visvesvaraya Technological University, Belagavi) (APPROVED BY AICTE, NEW DELHI) Department of MBA ‘Academic Year 2021-2022 Project Work On: Management Lesson Learned from the Movie Rocket Singh: Salesman of the Year Submitted By: EEEROLENG EEE NAME 63 Rahul R Jadi 73 Shivakant Khanapure 83 Shreya Mahindrakar 93 Snehal Patil 103 Sushmita Joshi 113 Vinayak Patil SUBMITTED TO PROF. NUPUR VESHNE ON 247 MAY, 2022TABLE OF CONTENT YASH cHomen “OSHET rr SING F THE YEAR Ss SL. NO TITLE PAGE NO. I Movie Overview 01 II_ Analysis about movie 04 III | Management lessons learnt 05 IV Characters and their managerial roles 07 V Conclusion 15Overview Rocket Singh: Salesman of the Year is a film about the importance of basic goodness. In an industry driven by opening weekends and bumper collections, it's that oddball film that seldom compromises on its intentions for the sake of becoming more box-office friendly. As a result, the film feels too long, indulgent even, and ever-so-often it appears uncinematic. That's hardly surprising, considering much of the film is shot in basic office spaces and features long conversations between its characters. But don't be fooled by its appearance. Rocket Singh: Salesman of the Year is a film with all heart. Ranbir Kapoor plays Harpreet Singh Bedi, an idealistic young graduate who lands a sales job in a computer firm run by a boss who sets unrealistic targets for his team. His rose-tinted glasses come off early in the day as he watches receptionists being wooed for prompt appointments with busy managers, and security guards being bribed for information on rivals. For his own part, he stays strictly upright, going so far as to file a complaint against a client who wants his palm greased. That act of honesty, however, is rewarded with a demotion. Convinced that a business can be run clean, Harpreet sets up his own company within the one he works for, roping in a handful of fellow colleagues as partners. Operating honestly and diligently, this team discreetly sets up a thriving business that eventually rivals the one they work for. Meticulously written by Jaideep Sahni, the genius behind such gems as Khosla Ka Ghosla and Chak De India, the script of Rocket Singh is its real star. Seeking inspiration in real life and real people, the film avoids stereotypes and goes for characters and situations that are refreshingly familiar — the team-leader who fudges conveyance vouchers, the cut-throat competitive co- workers, the porn-surfing maintenance guy, even the promotion- 1[Pageseeking receptionist. Taking the cue from Sahni's script, director Shimit Amin bravely resists any temptation to glamorise the world they've set the film in, by rooting the drama in a space that is basic and without frills. An office party scene is filmed with colleagues drinking out of plastic cups, loosening their ties and dancing to songs being played out of a computer. Even the film's opening credits sequence in which the camera lovingly floats over a middle-class home's bric-a-brac is evidence of the makers’ commitment to authenticity. But Rocket Singh touches a chord because it's that rare film that urges us to examine our lives and to question the rules by which we live it. Ithas a life-affirming quality that will appeal to every one of us who has ever hesitated before taking the easy way over the right way. The film isn't without hiccups, though. Overly long, especially in its first half, Rocket Singh suffers on account of sluggish pacing, and occasional indulgences like that unduly stretched-out confession monologue by Harpreet's boss in the film's climax. Remarkable casting has resulted in some fine performances by key players, although even the bit parts are filled out convincingly. D Santosh as the affable maintenance guy, Mukesh Bhatt as the tea-man with computer-repair skills, Naveen Kaushik as the oddly side burned team head, and Gauhar Khanas the cutting receptionist pitch in commendable performances. Of course, it's topped off by Ranbir Kapoor's compelling, effortless portrayal of Harpreet Singh Bedi. Ranbir adds the little touches that make all the difference: combing the beard, tucking in the turban, lifting the 'kada’ further up his arm before dipping his hand into a bucket of wet clothes. He's an actor you can't take your eyes off. At the end, Rocket Singh is a clean, honest film with noble intentions. It requires patience to appreciate it fully, but deserves 2[Pagea viewing because films like this are hard to find. I am giving a thumbs up for director Shimit Amin's “Rocket Singh: Salesman of the Year”. whatever else you do, don't miss this film.Analysis > Directed By: - Shimit Amin >» Produced By: - Aditya Chopra » Written By: - Jaideep Sahani » Starring: - Ranbir Kapoor > Music By: -Salim Sulaiman > Distributed By: - Yash Raj Flims » Released Date: -December 11,2009 > Running Time: - 156 minutes > Budget: - 6 CroreManagement Lesson Learned from the Movie Rocket Singh: Salesman of the Year Introduction: + Management: The process of designing and maintaining an environment in which individual working together in group, efficiently accomplish selected aim + Plot of the movie: Harpreet Bedi graduate with low marks. He takes the job of AYS and soon learn about company’s unethical practice. Management level: + Manager of the company work at different level and have different position in hierarchy of the organisation. + The number of levels in an organization depend on the size of the company. + Normally classified in 3 categories. However, in the movie, AYS has 2 levels. + Rocket sales corporation seems to have only one management level during the span of the movie. S| PageTop Management level: + Inthe movie, the character Sunil Puri is a part of the Top-Level Management + He makes the strategic decision of the business that are long term in nature « Makes the plans for AYS and oversees how these plans and major decisions affect the company Frontline Management: + Direct responsibility of the employees and their performance in the organization. + Co-ordinate between the top or middle level management and the employees. « In the movie, the character Nitin Rathore was a part of the frontline management as the sales manager. Managerial Roles: « A manager has to play various roles in an organization. The roles or the work carried out by a manager boils down to ten roles of three categories. + In the movie Rocket Singh, there are three characters that play significant managerial roles: - Sunil Puri, Nitin Rathore And Harpreet Singh Bedi. 6|PageTypes of Management Roles: Following are some of the management roles that are observed easily: + Interpersonal Roles: = Figured Head Role = Liaison Role = Leadership Role + Decisional Roles: = Entrepreneurial Role = Disturbance Handler = Resource Allocator Role « Information Role: " Monitor Role = Disseminator Role = Spokesperson Role Character and their Managerial Roles: v Sunil Puri was a part of the top-level Management and thus he carried out the following managerial roles for AYS. 1.Figurehead role 2. Leadership role 3.Liaison role 4. Disseminator role 5. Spokesperson role 6. Entrepreneurial role 7. Resource allocator ofl 8. Disturbance control 9. Negotiator rolev Nitin Rathore was the sales manager at AYS and formed a part pf lower level management at the organization and had the following roles to play. 1. Leadership role 2. Monitor role 3. Resource allocator 4. Disturbance handler 5. Negotiator v When Harpreet Singh starts rocket Sales Corporation, there are very few people working in the company and so he has to carry out many managerial roles, those are the following . Figurehead role . Liaison role . Leadership role Disseminator . Spokesperson Disturbance handler . Entrepreneurial role . Resource allocator ONANHRWNHEManagerial Functions: Managers are expected to perform certain functions so that they can get things done through and with people in an effective manner. These managerial functions are goal directed, inter related as well as interdependent. Principles of management in consideration of the movie ROCKET SINGH: " Division of work can be clearly seen in AYS, where different employees specialize in different tasks. At Rocket Sales, each partner is a specialized worker. = Authority and Responsibility: Sunil Puri, managing director of AYS is seen to exert his command throughout. He is a figure feared by all employees who wilfully follow his orders and accept his role as a responsible figurehead of the company. = As Harpreet Singh Bedi is unable to Subordinate his Individual Interest to the General Interest of the firm, AYS loses sales and market share and suffers loses and moreover potential future customers. = Unity of Command is clearly observed in the hierarchy of AYS, where all sales representatives are under the control of Nitin Rathore, the Sales Manager. Each employee had to report to the same manager and this made delegation of responsibility and communication easier and more efficient. = Unity of Direction was also seen in practice when all sales representatives of AYS were given individual 9|Pagetargets of sales to complete an overall target of sales the company wished to achieve. Principle of Remuneration was seen in practice at AYS where all sales representatives were paid a fair salary with a commission on each sale. At Rocket Sales, however, since the firm's partners were the only employees, whatever profit the firm made was equally divided amongst them all. With an established organizational structure, AYS puts into effect the principle of Scalar Chain. On the other hand, with only five people in the firm, Rocket Sales Corporation has a flexible and decentralised organizational structure. The principle of Equity was being practiced in Rocket Sales Corporation, where, unlike AYS, all employees treated each other equally regardless the kind or work they did. After learning about the unethical practices of AYS, Harpreet took the Initiative to open his own firm and became the competitor of AYS. In Rocket Sales Corporation, it is seen that the employees share a good relationship amongst themselves and enjoy working together. This is the demonstration of Esprit de Corp. 10|Page« MANAGEMENT: = Planning: 1. is deciding in advance what is to be Planning done. When a manager plans, he projects a course of action for further attempting to achieve a consistent co-ordinate structure of operations aimed at the desired results. 2. Rocket Sales Corporation used the strategy of 3s' ie, Sales, Support and Service to make his business successful. 3. He made a policy of 24/7 customer service to outsmart his competitors. 4. Thus, the basic objective of Rocket Sales Corporation was making the consumer happy while the objective of AYS was to increase profit. in the end, Rocket Sales Corporation outsmarted AYS because they provided good consumer service which enhanced their credibility among consumers. 11|Page= Organizing: 1.It involves designing, structuring, and coordinating the work components to achieve organizational goal. It is the process of determining what tasks are to be done, who is to do, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. 2. The organizational structure of AYS is flat and has a wide span of control. 3. At the top level there is Managing Director (MD), followed by the sales manager at middle level and then the employees at the bottom level. 4. The organizational structure of Rocket Sales Corporation is decentralized and follows a matrix system. It is a partnership firm. 5. Harpreet Singh helped his partners be more responsible and valuable to the firm by delegating authority and responsibility. 6. The process of empowerment brings out the best in employees. Thus, by making other employee’s equal co-owners in his company. Harpreet Singh acquires a loyal, dedicated and hardworking team who could work day and night to build a company. = Staffing: 1. Staffing is that part of management which is concerned with acquiring, developing, employing, appraising, remunerating and retaining people so that the right type of people are available at the right positions and at the right time in the organization. 12|Page2. Recruit for talent and aspiration and not for fancy degrees and communication skills. 3. Every employee has the ability to grow in their career. Recognising skill is an important task. 4. Every person in an organization should be equally respected. 5. The lowest person in the organization hierarchy can do wonders if he/she is put at the right place. Matching of inherent talent with job description is critical for success of the organization. = Leading: 1. Leadership is the process of influencing and inspiring others to achieve organizational targets. An effective leader will foster motivation, trust, respect and loyalty. 2. Leadership Styles: Sunil Puri of AYS was a formal leader. He adopted an autocratic Leadership style. 3. Fielder's contingency theory and how a leader's personality affects the workforce. The effectiveness of the leader depends on the situation under consideration. 4, Kenneth Blanchard and Paul Hersey model. Here the criterion for leadership and delegation of work is taken as concern for people and concern for the task, as well as ability and willingness of subordinates to achieve tasks. 13|Page5. Harpreet Bedi of Rocket Sales Corp. was an informal leader. He adopted a democratic leadership style. 6. Motivation: It refers to the desire, effort and passion to achieve something. 7. Douglas McGregor's Theory X and Theory Y talks about the beliefs that the managers have about their workers attitudes, and how directly influences their management style. 8. In addition to performance related pay, salesmen earn through commissions as well. 9. FW Taylor's assumption states that employees are primarily motivated by money. Goal setting and performance related pay. = Controlling: 1. Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished. 2. Sales targets and goals to keep output check 3. Quality checks in the form of feedback. 14|PageConclusion: + Attitude and personality of each manager + Teamwork and partnership « Treatment of employees + Specialisation + Value of customers 15|Page