CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
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OPERATIONS MANAGEMENT
1. (a) Draw a systems
view diagram of any service organization of your choice. Identify its various
components. Explain its interdisciplinary nature. 10
(b) What are the major
characteristics of a Production system? Discuss some of its upcoming issues
that provide economies in production and efficiency in the performance of the
system. 10
2. (a) Explain with
examples, how the TQM concept can integrate design engineering, manufacturing
and service. 10
(b) What are process
capability studies ? Explain the process capability index with applications to
a real life example. 10
3. (a) Compare
traditional process planning with Computer Aided Process Planning (CAPP). Also
explain a generative CAPP system. 10
(b) Explain the
objectives of Total Productive maintenance. Give its importance. Also comment
on the concept of TPM promotion. 10
4. (a) Why is
forecasting required in operations management ? Discuss the concept of forecast
error as applied to different conditions. 10
(b) How are quantitative
models of forecasting different from qualitative models ? Discuss in detail
time-series model as used for forecasting. 10
5. (a) What is facility
planning ? Explain with examples different types of layouts as used in
manufacturing organisations. 10
(b) Discuss work
measurement as a process to establish task time. Explain the various techniques
for developing time standards. 10
6. (a) Explain just in
time manufacturing with the help of examples. Discuss its advantages and
disadvantages. 10
(b) For an independent demand inventory model,
derive the equation for Economic Order Quantity. List all assumptions. 10
7. Write short notes on
any four of the following: 4x5=20
(a) OPT
(b) Break even analysis
(c) Lean manufacturing
(d) Kanban system
(e) Line of Balance for
Production Control
(f) Purpose of aggregate
plans.
ORGANIZATIONAL
BEHAVIOR
(a)
What is the problem in the case?
(b) How
do you see the behavior of the safety supervisor? What would you do if you were
the safety supervisor ?
(c) How
do you see the change in John's behavior from an informal leader to the one
involved in a fight with a supervisor vis-a-vis the company's policy?
(d)
Could Mr. Prasad and the safety supervisor have prevented John's case at the
initial level?
(a)
What is the problem in the case? Explain.
(b)
Explain Govinda's behavior and work experience vis-a-vis the psychologist's
report.
(c) How
do you see Nair's suggestion to Amrit? Give reasons.
(d)
What are Amrit's considerations in taking a decision? What should he do?
Explain.
(a)
Define the major problem of EMCORP's management.
(b)
Will the formation of a committee be of any value in this situation? If a
committee is needed, assign a title to the committee and indicate who should be
members of the committee?
(c) In
the event that Roy decides to retire, will the presence of a committee make it
easier or more difficult for Roy's successor? Discuss.
(a)
What is your view of the action taken by Mr. Muthu?
(b)
What are the weakness and strong points, as you consider, of Mr. Muthu as a
Manager?
(c) How
would you have tackled the situation, if you were Mr. Muthu?
(a) How
did a brilliant engineer turn out to be a “deadwood”?
(b) Was
Mr. Mohan too sensitive and arrogant?
(c) Did
Mr. Tagore handle sensitive and intelligent engineers properly?
(d) Was
it not advisable to transfer Mr. Mohan in 1992 when the signs of trouble were
seen?
(e)
Should Mr. Tagore have stopped Mr. Mohan’s increment in 1993, knowing fully
well that he was quite competent?
ORGANIZATIONAL
BEHAVIOR
1.
Name two motivating factors at RBS.
2.
Describe the differences between the theories of Taylor and Maslow.
3. How does RBS’ Total Reward package fulfill
Maslow’s higher levels of motivation?
4.
How does Total Reward contribute to RBS’ overall strategy?
*
Explain what is meant by a premium brand.* Describe the difference between an
aim and an objective
*
Outline the purpose of Kellogg's work with the ASA.
*
Using examples to support your dialogue, evaluate how Kellogg communicates and
discuss how
this
enables it to position its brand.
1
. What is Kaizen? I low is this different from a one-step leap forward?
2.
How is Kaizen expected to help Leyland Trucks to increase its market share?
3.
How does Leland Trucks measure Its continuous improvement? Can you suggest K
KPls for
another
type of business organisation e.g. a retailer or a leisure centre'?
4.
Why is continuous improvement most likely to be achieved in a company with a
culture of trust'?
Start
your answer by explaining what is meant by a culture of trust.
1.
What do you understand by the term, 'thinking outside the box'? Give an example
of how this can
be
applied to engineers working for RWE npower.
2.
How does encouraging thinking outside the box help RWE npower to make
improvements in the
way
in which it operates?
3.
Explain how encouraging engineers at RWE npower to think outside the box has
led to increased
motivation
for these employees.
4.
Recommend wavy in which another organisation of your choice might improve its
employees to
think
in creative ways about work. results through encouraging its employees to think
in creative ways
about
work-related problems.
1.
How does Siemens seek to provide good career opportunities for employees?
2.
Describe one of the systems that Siemens has created which provides development
opportunities
for
employees at work
3.
How important is the appraisal system in helping to create shared
understandings the objectives of
the
organization and personal objectives of individual employees?
4.
How effective do you think the Siemens approach to people management will be 2
in creating great
results?
Principles
and Practice of Management
(a)
Identify the problems in this case.
(b)
Do you think the decision taken by shukla is in keeping with the faith, trust
and creating developmental climate in the organisation? Critically evaluate
(c)
How would you help in improving rough and tough behavior of employees?
(a)
Identify the core issues in the case
(b)
Place yourself in the position of the Personnel Director. Which of the
following courses of action would you have chosen and why?
(i)
Would you have discharged both men?
(ii)
Would you have discharged Bhola only?
(iii)
Would you have discharged Nathu only?
(iv)
Would you have discharged neither of them? Justify your choice of decision.
(c)
What policy and procedural changes would you recommend for handling such cases
in future?
(a)
What are the core issues the case?
(b)
Do you agree with the statement "The problem, of course, has its roots in
the production department itself”? Reason out your stand.
(c)
Critically evaluate the finding that old supervisors complain and new workers
to resist any type of control.
(d)
What type of control system would you suggest to the company to improve the
production?
(a)
What do you think is the real, problem in this case?
(b)
How do you perceive the stand of Mr. Singh? Analyze critically.
(c)
What intervention should Mr. Singh use to rectify the type, of situation he is
presently confronted with? Discuss giving the reasons.
(d)
Discuss the implications of effecting them with your recommendations.
Questions:
(a)
What is the problem in your opinion? Elaborate.
(b)
How would you explain the behavior of Renu and Mrs. Khan? Did Mrs. Khan handle
the situation timely and properly?
(c)
Assume that you are the Personnel Manager. What are the alternatives available
with Mrs. Khan?
(d)
What do you consider the best alternative? Why?
Principles
and Practice of Management
1. What opportunities and threats did
McDonald’s face ? How did it handle
them ? What alternatives could it have
chosen ?
2. Before McDonald’s entered the European
market, few people believed that
fast food could be successful in Europe. Why do you think McDonald’s has succeeded ?
What strategies did it follow ? How
did these differ from its strategies in Asia ?
3. What is McDonald’s basic philosophy ?
How does it enforce this philosophy
and adapt to different environments ?
4. Should McDonald’s expand its menu ? If
you say no, then why not ? If you
say yes, what kinds of precuts should it add ?
5. Why is McDonald’s successful in many
countries around the world ?
1.
Can a division manager develop verifiable goals, or objectives, when the
president has not assigned them to him or her? How? What king of information or
help do you believe is important for the division manager to have from
headquarters?
2.
Was the division manager setting goals in the best way? What would you have done?
1. Evaluate the formulation of the merger
between Daimler and Chrysler.
Discuss the strategic fit and the different product lines.
2. Assess the international perspectives
of Eaton and Schrempp.
3. What are the difficulties in merging
the organizational cultures of the
two companies?
4. What is the probability of success of
failure of the merger? What other mergers do you foresee in the car industry?
1. The re-engineering efforts focused on
the business process system. Do you think other processes, such as the human
system, or other managerial policies need to be considered in a process
redesign?
2. What do you think was the reaction of
the brand managers, who may have worked under the old system for many years,
when the category management
structure was installed?
3. As a consultant, would you have
recommended a top-down or bottom-up
approach, or both, to process redesign and organizational
change? What are the advantages and disadvantages of each approach?
1. Is the Hewlett – Packard way of
managing creating a climate in which employees are motivated to contribute to
the aims of the organization? What is unique about the HP Way?
2. Would the HP managerial style work in
any organization? Why, or why
not? What are the conditions for such a style to work?
1.
In the NUMMI joint venture, what did Toyota gain? What were the benefits for
General Motors?
2. As a consultant, what strategies would
you recommend for European carmakers
to improve their competitive position
in the global car industry?
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09901366442 – 09902787224
