Sunday, 18 December 2016

Product Hierarchy:


Each product is related to certain other products. The product hierarchy stretches from basic needs to particular items that satisfy those needs. There are 7 levels of the product hierarchy:
1. Need family:
The core need that underlines the existence of a product family. Let us consider computation as one of needs.
2. Product family:
All the product classes that can satisfy a core need with reasonable effectiveness. For example, all of the products like computer, calculator or abacus can do computation.
3. Product class:
A group of products within the product family recognized as having a certain functional coherence. For instance, personal computer (PC) is one product class.
4. Product line:
A group of products within a product class that are closely related because they perform a similar function, are sold to the same customer groups, are marketed through the same channels or fall within given price range. For instance, portable wire-less PC is one product line.
5. Product type:
A group of items within a product line that share one of several possible forms of the product. For instance, palm top is one product type.
6. Brand:
The name associated with one or more items in the product line that is used to identity the source or character of the items. For example, Palm Pilot is one brand of palmtop.
7. Item/stock-keeping unit/product variant:
A distinct unit within a brand or product line distinguishable by size, price, appearance or some other attributes. For instance, LCD, CD- ROM drive and joystick are various items under palm top product type.

Monday, 12 December 2016

SERVICES MARKETING CASE STUDIES



CASE I
With the entry of private insurance players like Tata-AIG, ICICI-Prudential and Max-New York Life, LIC felt a need to revamp its business. Based on recommendations of the leading consulting company Booz, Allen & Hamilton, LIC restructured various aspects of its business. The caselet discusses LIC's measures to train and develop competent personnel. It focuses on the customer service initiatives of LIC by using technology and improving service delivery. Finally, the caselet talks about the change in LIC's branding and advertising strategy.

Issues:
a. Need for training in Insurance.
b. Branding of an insurance company.
c. Use of technology in insurance services marketing.

Introduction:

Till the year 2000, Life Insurance Corporation (LIC) held a monopoly in the life insurance market by virtue of being India’s only life insurance company in India. With the opening of the insurance sector to private players, LIC’s hold on the market was threatened. Institutional equity (Kotak Mahindra Capital Company) and mutual funds (Kotak Mahindra Asset Management Company), has been converted (it obtained the banking license in February 2003) into Kotak Mahindra Bank (KMB). It launched its first branch at Nariman Point in Mumbai in March 2003. KMB has tried to differentiate its services in all aspects, starting from the design of the bank logo to the design of its products and services... Questions for Discussion:
a). The changing perception about a company among customers is a challenging task for any service provider. To what extent has LIC succeeded on that front?
b). What kind of branding strategy should LIC adopt, given its increasing product mix and the aggressive brand building measures of private insurers?

  
CASE II
Keeping pace with economic growth of this country, the housing loan has been becoming a most lucrative and large marketable product of banking and non-banking financial institutions.
ICICI, HDFC, SBI, Andhra Bank are the leaders of house loans in Andhra region. It is observed that of late there is a mismatch between demand for and supply of house loans in this region with increasing demand for and less of supply of this financial service.
You are required to:
(a) List out common causes of this mismatch between demand and supply in India.
(b) Explain the strategies to match them.
  
CASE III
The boardroom was filled with the voice of Marketing manager, Ashutosh Kant. He was addressing the meeting of senior manager of Escape, “The last three months were spent by our market research team in finding out the reasons and patterns of sales at stores. Let me emphasize that retail sale is showing growth all over the country and in the process, competition is intensifying. We can no longer afford to sit and relax; instead we need to put ourselves fully to retain our market leadership”. Three facts revealed by the survey were particularly disturbing.
1) People found Escape service staff bordering an aggressiveness and not really helpful as they were never left to browse.
2) Children got bored and hence parents often left the store within minutes after finishing essential shopping. They never browsed or spent leisure time at Escape stores which could otherwise help promote sales.
3) With many choices available in the market consumers stopped treating Escape stores as unique and exclusive anymore.

Mr. Rehman, an entrepreneur, had set up a garment shop in one of Delhi’s busy market areas about 10 years ago. He realized that to attract customers, he must do something new. With this in mind, he chalked out a massive plan to open a chain of stores called Escape. Some major features of his store were:
1) Complete dress range for kids, parents and teenagers.
2) Full accessories for women and men in footwear, purses, jewellery and cosmetics.
3) A play centre where kids could spend time when the parents shopped.

CASE IV

MAC India a 100% subsidiary of USA based parent company, wants to launch health drink for sports people and iced tea. Preliminary research indicated that Indian public is becoming increasingly health conscious and cola market has become saturated.
India’s beverage market size is 720 million liters, which includes soft drinks, tea, coffee, and mineral water but does not include health drinks. In tetra pack the only success is Parle Agro’s FROOTI, MAC INDIA intends processing 250 tons fruits in the first year to make health drink, which will be expanded up to 2000 tones by 5th year.
After the initial success of health drink is ensured, it wants to launch iced tea.

Questions:

(1) State and explain the problem area of the case?
(2) Advice on the marketing mix and market segmentation strategy?

CASE V
Fast Express courier ltd. (FECL) is an innovative overnight delivery company that helped change the way companies do business. It was the first company to offer an overnight delivery system, but the company markets more than just a delivery service. What FECL really sells is on-time reliability. The company markets risk reduction and provide the confidence that people shipping packages will be “absolutely, positively, certain their packages will be there by 10.30 in the morning”. In fact, FECL sells even more than reliable delivery. It designs tracking and inventory management systems for many large companies. In other words, the customers buy more than just delivery service they buy a solution to their distribution problems. For example, a warehouse designed and operated by FECL is part of the distribution centre for a very large computer firm. In other organizations, customers can place an order for inventory as late as midnight, and the marketer, because of FECL’s help, can guarantee delivery by the next morning. FECL has positioned itself as a company with a service that solves its customer’s problems.
Questions:
i)                    What are the elements of service quality for a delivery service like FECL?
ii)                  In what way does technology influence FECL’s service quality?


Services Marketing MCQs


1. The design process of developing a corporate image consists creating a:-
 (a) Mission statement
 (b) Vision statement
 (c) Visual statement
 (d) Value system
2. The technology is used as a useful tool to circumvent trade barriers.
 (a) True
 (b) False
3. Annual plan control is also called as:-
 (a) Strategic control
 (b) Profitability control
 (c) Marketing audit
 (d) Performance control
4. The service organizations which needs high contact personnel are:-
 (a) Retailing
 (b) Post office
 (c) Banking
 (d) Hospitals
5. Corporate as well as ___________ image of the service firm influence the expectations
of the customer.
 (a) International
 (b) Local
 (c) National
 (d) Domestic
6. Service sector has shown tremendous growth:-
 (a) In India
 (b) In China
 (c) In U.S.A
 (d) All over the world
7. A service delivery system is concerned with creation and delivery of the service offer
with the help of people, process and facilities.
 (a) True
 (b) False
8. Pricing decisions are influenced by several departments of a company e.g.:-
 (a) a) Production department
 (b) b) Marketing department
 (c) c) Finance department
 (d) Both (a) and (b)
9. The customer's in put affect the service firm's productivity in terms of:-
 (a) a) Quality
 (b) b) Quantity
 (c) c) Satisfaction
 (d) Both (a) and (b)
10. The perspectives to the physical environment in any services are:-
[1] Process of operations perspective
[2] Marketing perspective
[3] Production perspective
[4] Networking perception
Select the correct options.
 (a) 3 and 4
 (b) 1, 2 and 3
 (c) 1, 2, 3 and 4

 (d) 1 and 2

Wednesday, 7 December 2016

Marketing Management syllabus for BBM


Unit-I: Concept of marketing -  Market, Marketing, Marketer - Selling concept, marketing concept, Social marketing concept - Need of marketing in Business Sector - Non-profit sector and Government sector - Marketing environment - Identifying market segments -Basis for market segmentation for consumer and industrial market and requirement of effective segments.  
Unit-II: Product and Product lines - Product hierarchy, Product classification, Product mix decisions - Product line decisions - product attribute decisions, Branding and Brand decisions, packing and labeling decision - Product life cycle, Marketing strategies for different stages of the product life cycle.  
Unit-III: Pricing: Setting the price, pricing process, pricing methods. Adapting price: Geographical pricing, price discounts and allowances, promotional pricing, discriminatory pricing, product mix pricing.
Unit-IV: Marketing channels: The Importance of marketing channels - Channel design decisions - Channel management decisions - Channel Conflict: Types, Causes and managing the conflict.
Unit-V: Promotion mix Advertisement:- Meaning, Objectives - Types of Media - Sales Promotion - Objectives and Tools - Public relation - Meaning and Tools - Personal selling -Process.

References:
1) Philip Kotler and Armstrong, Principles of Marketing, PHI
2) Philip Kotler, Marketing Management, PHI
3) V.S Ramaswamy and S. Namakuari, Marketing Management.

4) J.P.Gupta and Joyti Rana, Principles of Marketing Management, R. Chand & Co. New Delhi

E Business syllabus

OBJECTIVE :
Objective of this course is to provide basic concepts of e-business and equip the student with the
skill of integrating business process with electronic technology.
UNIT –I
Introduction – Traditional Business Vs E-Business - E-Business, E-Commerce, E- Marketing
and M-Commerce –Internet, WWW and Evolution of E-Business – Growth of E-Business in
India
UNIT - II
Infrastructure for E-Business – Internet Protocals, Web-Based Clint/Server, Internet Security,
Media Convergence, Multimedia –Architectural Framework for E- Business – WWW as the
Architecture
UNIT - III
E-Business Models based on Relationship of Transaction Parties and based on Relationship of
Transaction Types – E-Business for Service Industry – Travel and Tourism, Employment
Placement, Real Estate, Stocks Trading, Publishing - Mobile Commerce through different Apps
UNIT –IV
E-Payment Systems – Classification of Payment Systems – Risk and E-Payment Systems – ESecurity
– Privacy, Integrity, Authentication, Non Repudiation, Technical Attacks and Non
Technical Attacks
UNIT –V
E- Advertisement - E-Business Strategies and Implementation – E-Supply Chain Management –
Legal Ethical Issues of E-Business
SUGGESTED READINGS :
Ravi Kalakota & Marcia Robinson, E-Business Road map for success, Pearson Education, Asia.
Ravi Kalkota & Andrew B. Whinston, Frontiers of Electronic Commerce, Addison Wesley.
P.T.Joseph, S.J. E-Commerce: An Indian Perspective, Prentice Hall of India
Kenneth C. Laudon, Carol Guercio Traver, E-Commerce: Business, Technology, Society,
Pearson Education
Efraim Turban, Jae Lee, David King and H. Michael Chung, Electronic Commerce, Pearson
Education
C.S.V. Murthy, e-commerce : concepts, models and strategies, Himalaya Publishing/
C.S. Rayudu, E-Commerce and E-Business, Himalaya Publishing House.
Kamalesh Bajaj and Debjani Nag, E-Commerce, Tata McGraw Hill.
N.Bandopadhyaya, E-Commerce Context, Concepts and Consequences, Tata McGraw Hill.
. Abhjit Choudhary, E-Business and E-Commerce Infrastructure Technologies supporting

SERVICES MARKETING syllabus

                                                     
Objective: to enlighten the students with the Concepts and Practical applications of Services
Marketing.
Unit – I: Introduction to Services Marketing: Importance and characteristics of Services: Growth
of Services Sector; Services in the Indian Economy; Services Strategy.
Unit – II: Consumer Behaviour in Services; Market Segmentation and Services Positioning;
Service Demand Management Designing and Managing Service Product.
Unit – III: Service quality Management: Service Quality Audit – GAP Model of Service Quality
– Total quality Services Marketing – Service Excellence, Pricing of Services – Pricing Strategies
Linked to Value Perceptions.
Unit – IV: Service Distribution – Managing Physical Evidence – Internal Marketing.
Unit – V: External Marketing: Word of Mouth Communication. Interactive Marketing:
Management of Moments of Truth - Service Deficiencies - consumer Grievance Recovery
Strategies.
(Case Studies are Compulsory)
Suggested Books:
1. K.Rama Mohana Rao: Services Marketing, Pearson Education, New Delhi.
2. Valeri Zeithmal and Mary Jo Bunter: Services Marketing, Tata McGraw Hill, New Delhi.
3. Apte – Services Marketing, Oxford University Press.
4. Bhattacharya: Servies Marketing, Excel Publishers.
5. Christopher Lovelock: Services Marketing, Pearson Education, Delhi.
6. Ravi Shanker: Services Marketing: Indian Perspectives, Excel Publishers.
7. Christian Gronrose: Services Management and Marketing, Maxwell Macmillan.
8. Kenneth E.Clow & David L.Kurtz, Servies Marketing, Wiley India, New Delhi.
9. S.L.Gupta, Marketing of Services, Wisdom Publication.

Wednesday, 16 November 2016

SMALL SCALE INDUSTRIES

Definition:
    SSI’s are the industrial undertakings having fixed investment in plant and machinery, whether held on ownership basis or lease basis or hire purchase basis not exceeding Rs. 1 crore.

Characteristics of Small-Scale Industries
(i) Ownership:
  Ownership of small scale unit is with one individual in sole-proprietorship or it can be with a few individuals in partnership.

(ii) Management and control:
  A small-scale unit is normally a one man show and even in case of partnership the activities are mainly carried out by the active partner and the rest are generally sleeping partners. These units are managed in a personalized fashion. The owner is activity involved in all the decisions concerning business.

(iii) Area of operation:
             The area of operation of small units is generally localized catering to the local or regional demand. The overall resources at the disposal of small scale units are limited and as a result of this, it is forced to confine its activities to the local level.

(iv) Technology:
            Small industries are fairly labor intensive with comparatively smaller capital investment than the larger units. Therefore, these units are more suited for economics where capital is scarce and there is abundant supply of labour.
(v) Gestation period:
             Gestation period is that period after which teething problems are over and return on investment starts. Gestation period of small scale unit is less as compared to large scale unit.

(vi) Flexibility:
  Small scale units as compared to large scale units are more change susceptible and highly reactive and responsive to socio-economic conditions.   They are more flexible to adopt changes like new method of production, introduction of new products etc.

(vii) Resources:
  Small scale units use local or indigenous resources and as such can be located anywhere subject to the availability of these resources like labor and raw materials.

(viii) Dispersal of units:
  Small scale units use local resources and can be dispersed over a wide territory. The development of small scale units in rural and backward areas promotes more balanced regional development and can prevent the influx of job seekers from rural areas to cities.
Objectives of Small Scale Industries:
1. To create more employment opportunities with less investment.

2. To remove economic backwardness of rural and less developed regions of the economy.
3. To reduce regional imbalances.

4. To mobilize and ensure optimum utilization of unexploited resources of the country.
5. To improve standard of living of people.
6. To ensure equitable distribution of income and wealth.
7. To solve unemployment problem.
8. To attain self-reliance.
9. To adopt latest technology aimed at producing better quality products at lower costs.

https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjv1srroKxtr2YVz6pkS92l7byk-pW-eGU96qhp27q3F1FVaEmL-D7Fyi2pZcweVKJ0D4oUQ9VapCUKS62wSRfK2sSePUNYU3zxCVfs7lxZOZrENYK6O0HEHZZVCWYjXn7ECql2B53yu0FC/s320/ssi+8+steps.jpg


Filing of Entrepreneurs’ Memorandum
     Filling of memorandum by a Micro, Small or Medium Enterprise Section 8 of the Micro, Small and Medium Enterprises Development (MSMED) Act, 2006 is necessary. 

     The memorandum may be filed by all three categories of enterprises with the District Industries Centre in the jurisdiction of which the enterprise is (or, is proposed to be) located.

     The File Format for Entrepreneurs Memorandum and the detail procedure for filing it are available at http://dcmsme.gov.in/howtosetup/getstart 

Obtaining SSI Registration :
Entrepreneurs desiring to start a Small Enterprise have to initially obtain a PRC(Provisional Registration Certificate). Once the Unit goes into Production, the PRC has to be converted into a Permanent Registration Certificate (PMT).

 a)  PRC :  This is the Initial Registration reqd for starting a Micro & Small Enterprise. The Entrepreneur has to apply & obtain a PRC after selection of the Project & deciding on the Location of the Unit. This Application is necessary for Infrastructural Facilities such as Land, Shed, Power etc & Finance from the Financial Institutions.

b)  Permanent Registration Certificate (PMT) :
A Micro or a Small Enterprise can get a Permanent Registration Certificate when it actually commences Commercial Production / Service. PRC would be converted to PMT when the Unit commences its Commercial Activities.
PMT Registration will help in several ways like the following :
ü    To apply for scarce raw materials & for imported raw materials.
ü     To get Working Capital Loan from Banks / Financial Institutions.
ü     To get Central Excise Duty Concessions.
ü      For Claiming Incentives, Concessions, including  Sales Tax Exemption wherever applicable.
ü      To apply for registration under Govt Stores purchase programs / Ancillary Development Programme / Export Promotion Program & to get Purchase & Price Preference.

Benefits of SSI registration
Collateral Free Loans From Banks:
Reservation Policies To Manufacturing / Production Sector:
Very Easy To Get Licenses, Approvals And Registrations:
Special Consideration On International Trade Fairs:
Waiver Of Stamp Duty And Registration Fees:
Exemption Under Direct Tax Laws:
Bar Code Registration Subsidy:
Eligible For IPS(Industrial Promotion Subsidy) Subsidy
Protection Against Delay In Payment
Reduction In Rate Of Interest From Banks
Waiver In Security Deposit In Government
Concession In Electricity Bills:
Reimbursement Of ISO Certification
Excise Exemption Scheme
Preference In Procuring Government
15% Weightage In Price Preference:
1% Exemption On Interest Rate On OD
50% Subsidy For Patent Registration


Drawbacks and problems of SSI
Finance and credit
Raw material availability
Machines and other equipments
Problems of marketing
Inspector RAJ (for all clearances)
Adverse effect of economic reform and Globalization

INDUSTRIAL SICKNESS
Def :  “ A company where the accumulated losses at the end of any financial year results in erosion of 50% or more of its peak net worth during the immediately preceding five financial years ”
Causes of Industrial Sickness
From External
Govt. Policy
Erratic Supply of Inputs
Locational Problems
Technological Problems
Power Cuts

From Internal
Inexperienced managerial skills
Paucity of funds
Entrepreneurial incompetency
Weak management
Outdated / faulty equipments


Thursday, 10 November 2016

District Industries Centers (DICs)


District Industries Centers (DICs) have emerged since 1978 as the model agency for development of small and village industries. It provides all the support services needed for development of SSI in the country.
The DICs were established with a view to provide integrated administrative framework at the district level with professionally qualified personnel in technology, marketing, credit, economic investigation, raw materials, so that DICs would be the ‘single window’ raw materials, through which all type of assistance would be channeled to the small-scale sector.

 

Functions of DICs:

1.     Identification of entrepreneurs


2.     Provisional registration


3. Permanent registration

4. Purchases of fixed assets

5. Clearances from various departments

6. Assistance to Village Artisans and Handicrafts

7. Incentives and subsidies

8. Interest free sales tax loan

9. Assistance of import and export

10. Fairs and exhibitions

11. Training programmes

12. Self-employment for unemployed educated youth







Friday, 30 September 2016

PRINCIPLES OF MANAGEMENT CASES


CASE 1: BHARAT ENGINEERING WORkS LIMITED

Bharat Engineering Works Limited is a major manufacturer of industrial machines besides other engineering products. It has enjoyed considerable market preference for its machines because of limited competition in the field. Usually, there has been more orders than what the company could supply. However, the scenario changed quickly because of the entry of two new competitors In the field with foreign technological collaboration. For the first time, the company faced problem In marketing its machines with usual profit margin. Sensing the likely problem, the chief executive appointed Mr. Arvind Kumar as general manager to direct the operations of industrial machinery division. Mr. Kumar had similar assignment abroad before coming back to India.


Mr. .Kumar had a discussion with the chief executive about the nature of the problem being faced by the company so that he could fix up his priority. The chief executive advised him to consult various heads of departments to have first hand information. However, he emphasized that the company lacked an integrated planning system while members of the Board of Directors insisted on introducing this in several meetings both formally and informally.


After joining as general manager, Mr. Kumar got briefings from the heads of all departments. He asked all departmental heads to Identify major problems and issues concerning them. The marketing manager indicated that in order to achieve higher sales, he needed more sales managers and sales professionals. His main concern was a lack of engineering support to sales and marketing efforts. The company had adequate engineers but they were spread under three separate engineering groups. Sales people had no central organization which had responsibility to provide sales support. Therefore, some Jobs were being done from outside at higher costs or with lower quality. Besides, he needed a generous budget for demonstration system which could be sent on a trial basis to customers to win business.

The production manager complained about the old machines and equipment used in manufacturing. Therefore, cost of production was high but without corresponding quality. While competitors had better equipment and machinery, Bharat Engineering neither replaced its age-old plant nor got it reconditioned. Therefore, to reduce the cost, It was essential to automate production lines by installing new equipment.
Director of research and development did not have any specific problem and, therefore, did not indicate for any change. However, a principal scientist in R&D indicated on one day that the director of R&D, though very nice in his approach, did not emphasize short-term research projects which could easily increase production efficiency to the extent of at least 20 per cent within a very short period. Moreover, such projects did not involve any major capital outlay.
Mr. Kumar got himself convinced about the management process going on in the division and the type of problems being faced.
Questions
1. Discuss the nature and characteristics of management process followed in the company.
2. What are the real problems of industrial machinery division of the company?
3. What steps should be taken by Mr. Kumar to overcome these problems?


 CASE 2: MILK PRODUCTS LIMITED

Milk Products Limited is engaged in collecting, processing, and distributing milk and milk products in a large city in South India. Most of the products of the company are such that these have to be distributed on daily basis. The company has a crew of distributors who approach the fixed customers, both bulk buyers and individuals. Mr. K. Ramesh Joined the crew of distributors after graduating in Commerce. The distribution manager was quite impressed by Mr. Ramesh but initially could not offer him a better Job than that of a distributor. However, he promised to give him better opportunity whenever available. Mr. Ramesh joined gladly.

The distributors are employed on monthly salary basis. In order to ensure distribution of the products, the company has a provision of overtime pay. Normally, crew members work slowly in the beginning just to accumulate overtime pay. The pace becomes hectic towards the end of the day with some overtime to meet the distribution schedule. There is no group leader but there are several old- timers who Influence newcomers regarding the work rules. Mr. Ramesh did not like this method of working but had to follow the group to be a good team mate. He gathered that over the years, the company had paid around sixty per cent overtime unnecessarily.

After a year. Impressed by the work of Mr. Ramesh and his overall suitability; the distribution manager offered him the position of distribution supervisor. The basic duty of supervisor was to look after the distribution system and to develop new customers in a given area. Beside Mr. Ramesh, there were four other supervisors also. Ramesh was sure of making distribution system effective as he was aware about the delaying tactics of the crew. He was quite sure about cutting the overtime cost and impressing upon the manager about fixing the quota of work per day in two parts—before lunch and after lunch. The distribution manager was convinced and introduced the system. However, the efficiency dropped down considerably and no crew member was near the target.


Questions
1. Discuss the nature of control system of Milk Products Limited and its efficacy.
2. What control system will you like to suggest to the company?


CASE 3: KAVERY LIMITED

Kavery Limited publishes fortnightly magazine titled Kavery. The magazine is published in four regional languages. The company has its own printing press wi, M.S. Subramanian as press manager. He is responsible for the overall working of the press. T press runs on two-shift basis for six days per week and performs all activities related to magazine printing, that is, starting from typesetting stage to binding stage. For making magazine successful, ifs timely publication Is one of the crucial factors. The press manager has a total employee strength of nearly 300 with six persons at the senior management level who work in the day shift and 25 supervisors and 120 operators for each of two shifts. Each supervisor has 4 to 10 operators directly reporting to him. The number of operators reporting directly to a supervisor varies according to nature of work involved in different sections.


One day, the press manager attended a seminar on management by objectives organized by the local management association and addressed by a consultant on management by objectives. He was highly inspired by the theme of management by objectives and intended to install this system in the press. He was very much sure that he would make performance evaluation of the employees easier and improve their productivity
Subramanian worked several days on what the output objective of the press would be. After finishing this work, he called a meeting of his senior staff. He gave a written statement containing the objectives of each functional area of the press to senior staff members and requested each member to review the objectives, ask questions for clarification, and then prepare specific operational plans and quotas for his respective departments, supervisors, and operators.




Questions
1.      Is this a workable MBO system? Explain your stand.
2.      Had you been the press manager, would you have proceeded to install MBO differently? Why?
3.      As the press manager, how will you proceed to define press’s objectives?


 CASE 4: STYLOTEX LIMITED

Stylotex Limited was the manufacturer of high fashion dresses, both for domestic and international markets. Its emphasis was to develop latest and unique designs specially for ladies and children. Design was the main strength of the company’s business success. The company employed about 600 employees out of which 20 (all females) were in design department. The main function of design department was to collect information about the prevailing fashion in international and home markets, to analyze the information, and to suggest and prepare suitable design for the company.


Miss Sangeeta joined the company as chief designer. Prior to joining this Job, she received M.Sc. degree in Clothing and Textile with specialization in dress design. She also received dress design training for six months from a reputed institute in the USA. She also received her summer training for two months in Stylotex as part of her M.Sc. degree. During her training, she impressed the ‘management with her creative thinking about dress design. Many designs suggested by her during this period were accepted by the management and were appreciated by the customers. Therefore, When the chief designer of the company retired and Sangeeta applied for the position, she was taken
by the management to fill the vacancy.

Since Miss Sangeeta was with the company for two months as summer trainee, she knew the work culture of the company. She was knowing most of the employees of design department. She was also aware about the likely resistance that she could meet on her joining the position as she was replacing a very experienced and highly esteemed lady. Though she could not expect direct resistance from others, she was very serious about the resistance to be shown by one designer, Mrs. Vimala who was in her fifties and was designer in the company for the last fifteen years. That ‘grand old lady’, as
she used to be called by her colleagues, carried lot of weight with the group members. She did not have liking for a young girl directing and controlling them. Therefore, Sangeeta thought rightly that without her active cooperation, she could not succeed in her career. However, she was determined to get her career off on the right foot. As a result, she was giving serious thought to win over Mrs. Vimala and other members of the group but was not sure how to proceed in the matter.

Question
Advise Miss Sangeeta about how she should proceed in the matter.


CASE 5: SUPER ENGINEERING COMPANY

Super Engineering Company was a multi-locational light engineering company. It had manufacturing facilities at Hyderabad, Pondicherry; and Indore. The company adopted budgetary system with main emphasis on production and expense budgets. The budget targets used to be set on the basis of analysis of production facilities and production operations. While two units located at Hyderabad and Pondicherry were working properly and were able to meet their budget targets. Indore unit was not able to do so.
Mr. P Manohar was transferred to Indore unit as plant manager. He joined the company about eight years back as engineer trainee and became the assistant plant manager at Hyderabad unit, the bl of the three units. Mr. Manohar was very ambitious and a little bit autocratic. He believed in the exercise of authority and control to carry out his Instructions. He was high achiever and believed in getting things done He got quick promotions In the company.


Immediately after Joining at Indore unit as plant manager. Mr. Manohar made preliminary study of the plant and issued Instructions to all departments to Increase production by ten per cent. He also instructed all supervisors to strictly adhere to budgets. He introduced several new reports and watched the operations very closely. He suspended two supervisors in the second month for not meeting the budget targets. Subsequently, two supervisors left the plant.

With all his efforts, the unit was very much on the right track and within six months exceeded the new budgeted figures by eight per cent. On setting the plant right, he was called back at Hyderabad unit as plant manager where vacancy arose. However, shortly after he left for Hyderabad, the productivity at Indore unit fell below the earlier level and the budget was again in trouble.


Questions
1. Analyze the type of organizational climate created by Mr. Manohar at Indore unit.
2. Why was there a drop in productivity at the unit after Mr. Manohar left It?














CASE 6: SWETAL FINANCE LIMITED

Swetal Finance Limited is a non-banking finance company (NBFC). It is engaged in financing hire- purchase of transport vehicles, more particularly heavy and medium trucks. It has its branches in most of the large cities of Northern India. Raxnesh joined this company after doing MBA with finance major. After serving for six months at the head office of the company, he was appointed as branch manager in a city having population of about 10 lakh. Alter joining this branch. Ramesh found that the branch was not working with its full potential. He further realized that the staff members were not adequately motivated to get the things done. There were five staff members, four of them being office personnel while one person was working a class four employee. Ramesh was eager to motivate these four office personnel to improve the working of the branch. In order to do so, he analyzed the personality features and need patterns of these four employees. His analysis revealed the following conclusions about them:

Arvind, the senior most employees, is quite creative and may be called as genious to some extent. However, he is highly emotional and always looks for praise from others. Most of the time, he talks about himself and wants to become centre of attention. He tends to live In fantasies and day-dreaming. His work behavior shows that as long as others praise his work, he comes up with Innovative and creative Ideas. For every success, he tries to grab all the credit and when there is a sign of failure, he tends to push the responsibility on his colleagues.

Mohan, the next senior most employees, appears to care more about himself and his family consisting of his wife and the only son. His thinking is that he is doing the job to support and provide happiness to his family. He believes that at least minimal job performance standard should be maintained so that the company does not have any negative perception about his work performance. He is very social and creates friendly atmosphere whenever he meets anyone including the company’s customers.
Rajesh, the third employee in seniority Is quite opposite to Mohan. Rajesh is quite loyal to the company and responds well to its rules and incentive plans. However, he lacks initiative. He does not do anything independently though he does the work well which is assigned to him by the branch manager.

Sohan, the fourth employee, is quite intelligent and assertive. He works for earning more money and believes in job hopping implying that he would readily change his Job if offered more money from someone else, In his present job, he works over-time to earn more money. Ramesh informally collected the information about Sohan from his previous employer. This information content is “Sohan is very adamant and has a forceful and driving personality With us, he performed very well but his personality was so strong that we were glad to get rid of this argumentative, adamant, and arrogant fellow.”

  
Questions

1. Analyze the need patterns of these four employees of Swetal Finance Limited in the light of content theories of motivation.
2. How will you describe the motivation of each of these employees in terms of process theories of motivation?
3. Advise Ramesh about the strategies that he should adopt for motivating his subordinates for better performance.