1. Why is the study of group important for a manager? Are group processes a function of interaction? Explain with examples.
2. Describe the process of Burn out. Explain with example various stages and sources of Burn–out.
3. What is empowerment? Describe various means through which leaders enhance their own, as well as their subordinates’ powers.
4. Explain the concept of diversity. Briefly discuss various approaches to deal with diversity in the organizational context.
5. Write short notes on any three of the following :
(a) Groups and Committees
(b) Conformity and Obedience
(c) Role Analysis
(d) Social responsibilities of organisations
(e) Alienation
SECTION B
Read the case given below and answer the questions given at the end of the case.
Jagannath (Jaggu for his friends) is an over-ambitious young
man. For him ends justify means.
With a diploma in engineering, Jaggu joined, in 1977, a Bangalore
based company as Technical Assistant. He got himself enrolled
as a student in an evening college and obtained his degree in
engineering in 1982. Recognising his improved qualification,
Jaggu was promoted as Engineer-Sales in 1984.
Jaggu excelled himself in the new role and became the blue-eyed boy of the management. Promotions came to him in quick succession. He was made Manager Sales in 1986 and Senior Manager Marketing in 1988.
Jaggu did not forget his academic pursuits After being promoted as Engineer–Sales, he joined the M.B.A (part–time) programme. After completing his M.B.A, Jaggu became a Ph.D. Scholar and obtained his Doctorate in 1989.
Functioning as Senior Manager Marketing, Jaggu eyed on things
beyond his jurisdiction. He started complaining against Suresh,
Section Head and Prahalad the Unit Chief (both production) to
Ravi, the executive-Vice President. The complaints included
delay in executing orders, poor quality, customer rejections,
etc. Most of the complaints were concocted.
Ravi, was convinced and requested Jaggu to head the production
section so that things could be straightened up there. Jaggu
became the section Head and Suresh was shifted to sales.
Jaggu started spreading his wings. He prevailed upon Ravi and got sales and quality under his control, in addition to production. Suresh, an equal in status, was now subordinated to Jaggu.
Success had gone to Jaggu's head. He had everything going in his favour - position, power, money, and qualification. He decided workers and used them as pawns. He ignored Prahalad and established direct link with Ravi, Unable to bear the humiliation, Prahalad quit the company. Jaggu was promoted as General Manager. He became a megalomaniac,
Things, had to end at some point. It happened in Jaggu's life too. There were complaints against him. He had inducted his brother-in-law, Ganesh, as an engineer. Ganesh was by nature corrupt, he stole copper worth Rs. 5 lakh and was suspended. Jaggu tried to defend Ganesh but failed in his effort. Corruption charges were also leveled against Jaggu who was reported to have made nearly Rs. 20 lakh for himself.
On the New Year day of 1993, Jaggu was reverted back to his
old position - sales. Suresh was promoted and was asked to head
production. Roles got reversed. Suresh became boss to Jaggu.
Unable to swallow the insult, Jaggu put in his papers. Back
home, Jaggu started own constancy claiming himself as an authority
in quality management. He poached on his previous company and
picked up two best brains in quality.
From 1977 to 1993, Jaggu's career graph had a steep rise and a sudden fall. Whether there would be another hump in the curve is a big question?
Questions:
(a) What is the core issue in the case? Discuss.
(b) How do you see the rise and fall of Jaggu vis-à-vis
prevailing power dynamics and overall organisational policies
of the company? Support your answer with logic.
(c) What would you do if you were
(i) Suresh
(ii) Prahalad, and
(iii) Ravi?
(d) What would be your action if you were the Managing Director
of the company?