1. Briefly describe different alternatives used decision -making. How would you overcome barriers to effective decision-making

2. What are the sources of conflict in an organization and briefly discuss strategies to deal with Conflict by citing suitable examples.

3. Describe different channels of communication citing their merits and demerits.

4. Write short notes on any three of the following

Stages of Developing interpersonal relationships

Pre-requisites for effective delegation.

Types of Power

Managerial grid

Methods of Control

5. Read the case and answer the questions given a the end.

Mr. Sondhi, Chief Executive, India Gears, wa sent by the Director Mr. Sen to Japan to study the ways the Japanese Industries worked, because h was highly impressed with the findings that the Japanese had stolen a march over other developed countries in the matter of industrialization.

He himself had a mind to apply some of the Japanese Techniques in his company, India Gears

During his visit to Japan, Mr. Sandhi wa deeply impressed by several techniques used the Japanese such as Just in Time, Poka YokE Kaizen, Quality circles, Total Employe involvement, etc. homogeneous culture, religion and language which tied the Japanese in a close emotional bon One aspect of the Japanese way of doing business which impressed Mr. Sondhi was the way of Japanese companies did outsourcing of several components to outside small companies According to Sondhi, this permitted the Japanese firms to focus on their core competent areas in better manner. In addition the vendors were all to supply the needed materials and component just-in-time there by reducing the inventory manageable levels. Further the size of the place was reduced which reduced the taxes and effect of managing the in-house operations became simpler and more effective. One fact observed Mr. Sondhi was that the vendors were cloth relatives of the employees which further increase the ties between the company and its employee

On his return to India, Sondhi was Veru enthusiastic about the concept of outsourcing. suggested to his Director about this idea outsourcing. Mr. Sen, the Director, was impressed with the idea and told that the sc and daughters of some managers of the compa were young and enterprising engineering a management graduates searching jobs in a around Indore.

vendors to their company. The attitude of Mr ;en was to encourage young talent to start theb )wn ventures. According to Mr. Sen, a part oj the initial investment would be done by any manager whose son or daughter started thE mcillary. The India Gears would be contribution ;orne percentage of the initial investment.
Both Mr. Sen and Mr. Sondhi called a meeting of their trusted Managers. Mr. Mittal :rom Marketing and supply chain, Mr. Desai from [industrial engineering, Mr. Jain from maintenance, Mr. Nagpal from production and 'vir. Apte from Design and quality. The topic oj ;tarting ancillaries was placed on the table, and .n the end all the managers unanimously lpplauded the vision of their bosses. They said in :horus that they would give a thought to this lighly magnanimous and collaborative proposal.
Soon the ancillaries were started with pomp md show and was hailed as a milestone in thE history of India Gears. The managers WhOSE {oung ones were unit heads were in high spirits. [hey often used to sing in the praise of Mr. Sen md Mr. Sondhi about their creative thinking Nhen they used to meet in the afternoons for their executive lunch. They often discussed about the looking at the cheerful faces of his managers mdhi thought that the managers were highly lotivated with the success of the ancillaries run y their sons and daughters and that this would helpful to India Gears as well. About one year after the starting of the ancillaries the routine annual audit of India Gears was done by their trusted Chartered Accountant, Mr. Agrawal, a brilliant pass out of NITIE, Bombay. Agrawal known for his honest though brash and highly objective ways of presenting the Annual eports. The audit report gave a shock to lr. Sen and Mr. Sondhi. The report said that the productivity had declined by 20% and the ROI 2clined from 20% to 12%. The auditor passed pictures saying that on a number of occasions certain orders were cancelled due to delay in the 2livery to the customer. There were instances of turn of consignment from US and UK due to le gears not meeting International Quality :andards QS9000 laid down by three automobile lants of US, namely, Ford, GM and Chrysler. his had never happens in the past. Seeing this Idden decline in the effectiveness in the performance of India Gears, Mr. Sen was in a is turbed mood. He appointed an external [anagement and TechniCal Consultant to investigate into the matter. the current year to investigate into why thi had gone wrong. After a detailed study of records and interview of junior and ser personnel he discovered certain startling facts. summarized the important points and pIa them before Mr. Sondhi and Mr. Sen as undE
The absenteeism level of some managers. increased a great deal. These were managers whose children had started ancillary. Among the problems discOVE were refusal of Design to change customer's drawings from DIN standar, ISO standard, reduced use of the impOJ Carl Zeiss Measuring machine, increase machine downtime, high levels of invent and inventory turnover ratio, increase scrap percent, poor housekeeping, improve inbound logistics but poor outbOl logistics. This put a question mark on t dedication and loyalty to the organization During the interview of the mangers, it discovered that two out of the five mana: whose children owned the ancillary v planning to leave the organization. wanted to focus on the growth of ancillary.
was found that he was making certain purchases to gain personal benefits which were not in the interests of the company. Because his children did not have any ancillary unit, therefore, he wanted to earn money by dishonest practices.
In a nutshell, the consultant explained to Mr. Sen that the ancillary development shifted the direction of goals of the managers away from the organizational goals. He explained to Mr. Sen the behavioural model of organizational effectiveness in which organizational goals must be reinforced by group and individual goals. Mr. Sen asked the consultant as to why certain Japanese concepts which succeed in Japan fail when they are practiced in some other country. The consultant replied that these concepts can be applied in other countries after some modifications looking to the cultural differences between Japan and the country where the change was contemplated. their loyalty to the company, retrenched dishonest Purchase manager immediately gave an advertisement National newspapers for quickly recruit and selecting new managers. He lean lesson that copying the models of countries could result in a disaster.
Questions:

Analyse the case and highlight main issues.

Why did the starting of the ancilla adversely affect the working of In Gears?

Identify the action plan and evaluate the same.