Amity University Mba Assignments

 

CASE STUDY

NO COMMISSIONS ALLOWED

When Mr.Ram Bansal took over the handbag department at RK & Company NewDelhi, he established several important goals for the department. One was toincrease sales without increasing the number of salespeople or the way theywere paid. Unlike some retail supervisors, Mr.Bansal was not in a position touse commissions to reward improved performance. All his employees were paida straight wage without commissions and all members of the staff were union led.He also wanted to improve customer service and employee satisfaction.This arrangement offered few motivational options and had a negative effect onemployee attitudes. In other departments of the company, customers were oftenshown a dressing room “cop” who asked how many garments were included andgave them the appropriately coloured tag. The original sales clerk rarelyappeared for additional customer service. Many sales people in the companywere painfully aware of the lack of personal commitment to their job andcustomers. One employee commented, “There’s a lot of talk about increasingcustomers.” Mr.Bansal knew he had to make some changes in order to improvethe sales production in the department.His first step was to give full-time employees their own counter area and their own line of merchandise. He also increased the responsibility of the sales staff for managing their own inventory and their own line of merchandise. Any salesperson who needed information was encouraged to offer the buying staff suggestions, was encouraged to talk with buyer of handbags. Previously, thesales staff had felt they were not supposed to talk to buyers.Every week, Mr.Bansal brings the staff together for a meeting. At thesemeetings, he emphasizes the importance of customer service and reviews anychange in departmental policies and procedures. He also encouragesemployees to discuss problems and ask questions. These meetings provideMr.Bansal with an opportunity to publicly recognize the accomplishments of employees.

QUESTIONS

1.What motivational need did Mr.Bansal satisfy for his full-time employees?2.Discuss these needs with reference to Maslow’s hierarchy of needs.3.Mr.Bansal achieved significant productivity gains because of a positivechange in employee’s attitudes. What motivational strategies did he useto achieve this success?

 

ADL-100 BEHAVIOURIAL SCIENCE

ADL- 100: Behavioral ScienceCase Study

ASSIGNMENT – “A”

2009

Note s: Read the Case Study and answer the two questions given at the end of it. (Marks: 10)

1. A COCKROACH IN THE RASAM.

The other day, there was a major hungama in a high profile organization in Bangalore. A senior

Executive found a cockroach in his rasam and screamed the roof down. Very logical. Most

people would have done likewise. What happened subsequently was, however, appalling.

This senior executive summoned the canteen supervisor, caught hold of his collar, forced

Him to kneel in front of everyone and insisted he drink the rasam. The canteen supervisor left in

Tears and never returned to the building. The organization, like all organizations do, tried toSweep the incident under the carpet. Now you know what carpets are for in all sophisticated

Organizations, along with flower-pots, paintings and smiling receptionists.

I throw this real life incident open for a case study discussion. The concernedOrganization did not have a union, even if it had, the canteen supervisor would have been there

On contract. Should we, therefore assume that senior executives in high profile organizations areBetter behaved with unionized workers?Or should we assume that the organization has failed to instill basic values in its senior

executives? That, in the lemming-like race to success, human values is regarded as highlyexpendable? That people as people fail to count as long as the sales-curve is moving up in the

right direction even if behavior patterns leave much to be desired?Ironically, it is fashionable in high profile organizations to talk in terms of not just IQ butEQ. Should all organizations, especially high profile ones, insist that their senior executives beconstantly rated for both IQ and EQ? Should one test of EQ be whether or not the senior

executives know the names of the junior-most staff, including contract workers like toilet

cleaners, who keep the premises clean for top brass attending to the small or the big job inbetween the organizationally crucial jobs?I grew up in a steel township called Rourkela where there was once an instance of aleopard in the blast furnace. The then general manager, who had earlier worked with a publicsector unit manufacturing pharmaceuticals, remarked that, in his previous job, he had come

across the odd fly in the ointment. A leopard in the blast furnace was, he remarked, something of 

a novelty for him.Those were the days of the Nehruvian era when PSU steel plants were regarded as thetemples of modern India and the rationale for any enterprise was the employment it generatedand the happiness of its workers. We have since progressed to a high profile era where a burnt-out cockroach in burnt-out rasam trigger of extreme reactions among senior executives who mayor may not have read Graham Greens's "A burnt out case".

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