As discussed earlier, a student has to solve case studies with an eager mind to find something. What he has to find, must be decided only after reading the last part of the question (or where ever the main part of the question is written).
The main precaution in attempting the case studies based question is not to get involved in the story of the case. If you start reading the story of the case first, you are likely to get dragged towards different aspects of the topic thereby end up giving the wrong answer.
The main requirement is, the student must have read the concerned chapter from text book. You must also know the various clues in the question regarding the requirement of the question or what the examiner wants from you. It is only if you understand this requirement that you will be able to answer properly.
Steps to be taken in solving the case study:
First, read the last part, analyzing the statement of the question as depicted here by underline and the break in the underline.
Second, Read the case with the requirement of the question in your mind.
Last, observe the key points in the case, for answers.
A few questions have been taken from recent Board Question Papers, to guide you, how to actually go for solving the case studies in Business Studies. The underlined portion/ use of coloured font/ italics etc. gives you the clues to answer.
Every portion of the question must be focused on so as to attempt the question in correct way.
Nature and Significance of Management
Case Study 1
Mita has a successful ice cream business at Bikaner, namely 'Smart Flavours'. Her ice creams were utterly delicious. She makes ice cream from fresh milk and the same are available in a wide range of flavours and packs. She sets viable business objectives and works with the same in mind in order to ensure that the customers will come back for purchasing. Having the first mover advantage, her business was doing well. To earn higher profits, she started cutting costs. This would sometimes lead to delay in delivery and the ice creams was not reaching the market in time. Over a period of time, the demand for her ice-cream declined because of it the competitors entered the market. She lost some of her market share to competitors. At the beginning of summer season, she got back to back orders for supply of 4,000 ice-cream packs of different flavours for special occasions. To ensure that the task was completed and orders delivered in time she hired additional workers. She was thus able to produce and deliver the ice-cream packs but at a high production cost. While that she was ignoring one of the important aspects of management.
Identify the aspects of management that has been ignored by Mita. Also explain the same with the help of an example.
Case Study 2
Ashutosh Goenka was working in 'Axe Ltd.' a company manufacturing air purifiers. He found that the profits had started declining from the last six months. Profit has an implication for the survival of the firm, so he analysed the business environment to find out the reasons for this decline.
(a) Identify the level of management at which Ashutosh Goenka was working.
(b) State three other functions being performed by Ashutosh Goenka.
Principles of Management
Case Study 3
Damini D’Souza took over the reins of ‘Kinsa Retail’ as its Managing Director in India. ‘Kinsa Retail’ with its headquarter at Japan has been in the retail business for the last 40 years. It has regional offices in many countries that take care of the shops in that region. As it is a large organisation, the regional officers have been given the powers to decide and spend funds sanctioned to them by the headquarter for the welfare of the customers of their region. ‘Kinsa Retail’ wants the highest possible standards of ethical conduct being followed, for which a code of conduct is in place for putting values into practice. All employees as well as Board members are required to act in accordance with the highest standards of personal and professional integrity when acting on behalf of the company. Non-compliance involves a heavy penalty including termination of employment.
Explain any two principles of general management being followed by ‘Kinsa Retail’.
Case Study 4
Principles of Taylor and Fayol are mutually complementary. One believed that the management should not close its ears to constructive suggestions made by the employees, while the other suggested that a good company should have an employee suggestion system, whereby suggestions which result in substantial time or cost reduction should be rewarded.
Identify and explain the principles of Taylor and Fayol referred to in the above para.
Case Study 5
Karan Nath took over'D'north Mojor Company' from his ailing father three months ago. In the past, the company was not performing well. Karan was determined to improve the company's performance. He observed that the methods of production as well as selection of employees in the company were not scientific. He believed that there was only one best method to maximise efficiency. He also felt that once the method is developed, the workers of the company should be trained to learn that 'best method'.
He asked the Production Manager to develop the best method and carry out the necessary training. The Production Manager developed this method using several parameters right from deciding the sequence of operations, place for men, machines and raw materials till the delivery of the product to the customers. This method was implemented throughout the organisation. It helped in increasing the output, improving the quality and reducing the cost and wastage.
Identify and explain the principles and the technique of scientific management followed by the Production Manager in the above case.
Case Study 6
Flavours Ltd. was engaged in the business of making handmade chocolates. Lately, the business was expanding due to good quality and reasonable prices. As the demand was increasing, Flavours Ltd. decided to explore bakery products as well. In order to make bakery products the company directed its workforce to work overtime but this resulted in multiple problems.
Due to increased pressure, the efficiency declined and the workers had to take orders from more than one superior. Workers were overburdened and their health was also affected. Gradually the quality of the products begins to decline and market share also went down. The company realized that they had implemented changes without waiting for the required infrastructure.
Identify and explain the principles/technique of Taylor/Fayol referred to in the above para.
Business Environment
Case Study 7
Mahinder Agro Ltd. started a new venture for distribution of harmful and chemical fertilizers for
vegetables. They conducted a survey to find out consumer preferences for such vegetables. They found that most of the consumers were concerned about the harmful chemicals being used in growing the vegetables. They found that 90% of the households were searching for its alternatives. The company contacted a group of agriculture experts to lay down the procedure for growing the vegetables by the farmers. They decided to train the farmers in new technology to grow chemical free vegetables according to new innovative methods. The experts also suggested soil management techniques through which farmers would be able to create an abundant and lasting harvest.
Identify and explain the two dimensions of business environment highlighted in the above para.
Case Study 8
India’s craft heritage is surviving because of its customs and traditions. Craft products made by craftsmen of Rajasthan, Gujarat, Assam, etc. are not only used in the country but are also exported to USA, Germany, UK, France and other countries of the world. The volume of exports of these products gives India an advantage in balance of payments and the much needed foreign exchange. The Prime Minister desires that the handicraft industry should be expanded by linking it with technology. Focus should be on changing the manufacturing process, ensuring durability and adopting innovations.
Quoting the lines from the above paragraph, explain any four dimensions of the business environment.
Planning
Case Study 9
Mega Ltd. holds an Annual Management Programme every year in the month of March in which the top managerial personnel formulate plans for the next year by analyzing and predicting the future to meet future events effectively. As they are responsible for providing direction to the organization, facts are thoroughly checked using scientific calculations. Detailed plans are prepared after discussion with professional experts. Preliminary investigations are also undertaken to find out the viability of the plan. Since it is an intellectual activity requiring intelligent imagination and sound judgement so it is mainly done by the top management. Usually rest of the members just implement the plans. Middle level managers are neither allowed to deviate from the plans nor are they permitted to act on their own. The top management ensures that the expenses incurred in formulating the plans justify the benefits derived from them.
State any two limitations and any two features of planning discussed above.
Case Study 10
Saurabh Jain set up a telecom business in Nasik, named as ‘Ketone’, with an ambitious target of reaching out to 90% of the Indian population within one year. He chose this business on the belief that the demand for data services will increase 4 times within the next 2 – 3 years. To fulfil such an ambitious target, he had to either acquire an existing telecom business or collaborate or go independent aggressively in the light of tough competition.
He assessed the proposals of different companies vis-a-vis earnings per share, tax liabilities, dividends paid, etc. and their future projections, knowing fully well that the projections may change if the country’s economic policies get modified.
The above paragraph discusses some of the steps of one of the functions of management. By quoting the lines from the above paragraph, explain these steps in chronological order.
Organising
Case Study 11
Kavita Ghai was the Managing Director of a restaurant in Lucknow called ‘Healthy Kitchen’. The restaurant was doing well and the volume of work started increasing slowly and steadily. Kavita Ghai was not able to manage all the work on her own. The increasing magnitude of work made it impractical for her to handle it all by herself. More over her objective is to open more branches of this restaurant at different places. She appointed Nikhil Gupta, as a General Manager of ‘Healthy Kitchen’, Lucknow and gave him the right to command his subordinates and to take action within the scope of his position. For smooth running of the restaurant she also gave him authority to hire and train the staff as per the requirements. Kavita Ghai was satisfied with the work of Nikhil Gupta and was able to open other branches of the restaurant in Agra and Kanpur also.
(a) Identify the concept followed by Kavita Ghai which helped her to open the new branches of the restaurant.
(b) Also, explain briefly the two points of importance of the concept identified in (a) above.
Case Study 12
Voltage fluctuations have been common and quite high in India. They harm our electrical appliances like television, refrigerators and air conditioners, often leaving them in a permanently damaged condition. N-Guard Company decided to manufacture stabilizers for North India where the voltage fluctuation ranges from 220V-230V. Once the demand for the North India was taken care of, they decided to launch stabilizers of varying voltages from 90 V -260V for meeting the requirements of voltage fluctuations in other regions of India also. Three engineers were appointed for South, West and East regions of India, as the voltage was different in all the three regions. Though all the engineers were appointed to manufacture stabilizers but the product differed from region to region.
(a) Identify the organisational structure of N-Guard Company.
(b) State any two advantages and two limitations of the structure identified in the above para.
Staffing
Case Study 13
Vandana Public School had a vacancy of a Maths teacher. They were looking for a smart and creative teacher having a drive for excellence. An advertisement was given in all leading dailies. Since the response was huge, the school examined all the application forms and rejected the candidates who did not have the necessary qualifications. Thereafter, a test was conducted to measure the existing skills of the candidates. After that it was followed by a formal in-depth conversation with the Principal of the school and a panel of Maths experts.
(a) Explain the steps that have been performed by Vandana Public School in the process of identifying and choosing the best candidate.
(b) Give the name and also the meaning of the test which was conducted by the school.
Case Study 14
Nisha Sethi was working as a Human Resource Manager in a famous consultancy firm, KLI Global Services. Her job included preparing job descriptions, recruitment, developing compensation and incentive plans and facilitating employee learning. They had entered into alliances with institutes to ensure continuous learning of their employees. With the jobs becoming more and more complex, KLI Global Services invested large amount of money in making the employees learn the skills necessary to complete the jobs.
State by giving any five points, how this investment is likely to benefit the organisation?
Case Study 15
A public transport corporation has hired 2000 buses for the different routes for the passengers of metropolitan city. In order to fill vacancies, it advertised in the newspaper and number of applicants applied for the same. The company has to now undertake the process of selection to identify and select the best. Explain the first six steps involved in the process.
The IT major GIRPA is terminating the employment of its senior manager, if after evaluating their performance against pre-determined standards if it is found lacking. With this disruption, analysts say a large portion of the employees may become irrelevant unless they learn new skills and apply the knowledge to work on emerging technologies. GIPRA is ready to facilitate employee learning through its in house centers.
- Name the function of the management performed by GIPRA to maintain a satisfactory workforce.
- Identify and explain the two steps in the process of the function of management discussed above.
- Also state any two steps of the function of management discussed that the firm had to perform before performing the above steps.
Directing
Case Study 16
Sandhya is a successful manager at Manisons Enterprises. She has a team of twelve people working under her. She encourages them to set their own objectives and take decisions. She respects their opinions and supports them, so that they can perform their duties and accomplish organisational objectives. To manage and exercise effective control, she uses forces within the group. As an intelligent manager at times, she also makes use of positive aspects of informal communication. This way, she is able to unify diverse interests and ensure that targets are met.
(a) There are many theories and styles of influencing people's behaviour. Identify the style used by Sandhya which is based on the use of authority.
(b) State two positive aspects of the communication discussed above, which Sandhya is using as an intelligent manager.
Case Study 17
Kunal joined as a Shop Level Manager in the Production Department of a Textile Company in the year 2005. Because of his good work, he became the Deputy Production Manager of the Company in the year 2010. He had status and prestige and was well respected by all in the company. On 1st March, 2019, He was promoted as the General Manager of the company. Kunal was very happy on his promotion as now he had become what he was capable of becoming. As a Good Manager, Kunal decided to motivate his subordinates, after understanding the Need Hierarchy Theory which is based on various assumptions. He realized that people’s behaviour is based on their needs and the manager can influence the behaviour of his employees by satisfying their needs.
(a) One of the assumptions of Need Hierarchy Theory is stated in the above paragraph. State the other three assumptions of this theory.
(b) State the needs of Kunal which are being satisfied through promotion.
Case Study 18
Three friends, Rajat, Raman and Ansh, after completing their MBA from a reputed business school at Mumbai, were discussing about the type of organisation they would like to join. Rajat was very clear that he would like to take up a government job as it gives stability about the future income and work which will help him to work with greater zeal. It will also provide him pension when he will retire from his service.
Raman wanted to work in a company, which has appropriate skill development plans for its employees and helps the employees to grow to higher levels in the organisation. In addition to this, the company should also provide facilities like housing, medical aid, etc.
Ansh said that he would prefer to work in an organisation, which has the culture of individual autonomy, is considerate to employees and provides the employees with opportunity for personal growth and a meaningful work experience.
- Identify the various financial and non-financial incentives discussed by the three friends in the above
- Explain three other non-financial incentives which were not discussed by any one of them.
Controlling
Case Study 19
Vinber Ltd. set up a manufacturing unit at Bhiwandi in Himachal Pradesh to manufacture electric geysers and supply them to dealers all over the country. Their production target was 500 geysers per week. It was decided by the management that variation in production upto 10 units would be acceptable.
At the end of the first week, the production was 450 geysers. The next week, production increased to 470 geysers. A week later, production was 460 geysers. On investigation, it was found that fluctuation in production was due to irregular supply of electricity.
- The above para discusses some of the steps in the process of one of the functions of management. Explain these steps.
- Also, state the step(s) that have not been discussed in the above
Case Study 20
Rudrakshi Ltd. is engaged in manufacturing high end luxury pens. The target production is 700 units daily. The company had been successfully attaining this target until three months ago. Over the last few months, it has been observed that daily productions varies between 600-650 units.
- Identify the function of management, which has been highlighted in the above context.
- Discuss the first four steps involved in the process of the function identified above.
More case studies to follow...
Revise and Check your Management concepts - Part 2