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AMITY UNIVERSITYUTTAR PRADESH

AMITY BUSINESS SCHOOLMBA, Class of 2013

Pre Joining Assignments

Why Pre Joining Assignments?

MBA at Amity is a cohesive blend of students from diverse backgrounds. Therefore pre joining

assignments are a tool to bring such diversities into a common launch pad. Consider this as an

attitudinal/academics warm-up and a sneak peak into a life developing journey which awaits you.

Assignment 1.

Read any 3 out of 4 below mentioned books and summarize in 2000-2500 words each

1. First, Break All the Rules

By Marcus Buckingham & Curt CoffmanSimon & Schuster, Based on a mammoth research study conducted by the Gallup Organization involving 80,000 managers across different industries, this book explores the challenge of many companies - attaining, keeping and measuring employee satisfaction. Discover how great managers attract, hire, focus, and keep their most talented employees!

Key Ideas: 1. The best managers reject conventional wisdom.2. The best managers treat every employee as an individual.3. The best managers never try to fix weaknesses; instead they focus on strengths and talent.4. The best managers know they are on stage everyday. They know their people are watching every move they make.5. Measuring employee satisfaction is vital information for your investors.6. People leave their immediate managers, not the companies they work for.7. The best managers are those that build a work environment where the employees

2. Good to Great

By Jim Collins

This book addresses a single question: Can a good company become a great company, and if so,

how? Based on a five year research project comparing teams that made a leap to those that did not,

Good to Great shows that greatness is not primarily a function of circumstance; but largely a matter

of conscious choice and discipline. This book discusses concepts like Level 5 Leadership, First Who

(first get the right people on the bus, then figure out where to drive it), and the Flywheel.

3. The One Minute Managerby Kenneth Blanchard and Spencer Johnson

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The objective of the book is to define the effective managers in this dynamic world of business

where various external and internal factors influence their performance. The author does it through a

search mission of a young man whose quest is to find managers who make both- their organization

and people win with their managerial skills. The author talks about a continuum, where one end is

occupied by tough or autocratic managers who make their organization win but their people loose;

while the other end is reserved for nice or democratic ones who make their people win but their

organizations loose. Effective managers are ‘the one minute managers’ who adopt principles of one

minute goals, one minute praising and one minute reprimands

4. The Black Swan: The Impact of the Highly Improbableby Nassim Nicholas Taleb

The idea of the black swan refers to the fact that, prior to the discovery of Australia, it was assumed

that all swans were white, because no one (well, no European at least) had ever seen a black swan.

However, they do exist.

However, in the book, a “black swan” refers to any event that is rare, has an extreme impact, and is

explainable and predictable - but only in hindsight

Rare events occur much more often than we expect. Our minds are programmed to deal with

what we’ve seen before, to “expect the expected”, and so to speak. However, all too often

extreme events do indeed take place, and have large and long lasting effects.

Our tendency to discard rare events happens in part because people underestimate their

ignorance. There is a great deal we don’t know, but since feeling ignorant isn’t pleasant, we

tend to put it out of our minds.

We tend to invent stories where there are none. In other words, after the fact, we like to

invent explanations for why things happened the way they did, which is much more

Comforting than staring at sheer randomness.

Assignment 2.

Prepare a 500 words write-up on “My Dream Organization”.

Assignment 3.

Read the following cases and solve the questions:-

Case Study I Devesh Sharma

Case Study II Business conduct: The Heart of the Matter

Case Study III Mr. Hart and Bing

Case Study IV Honda Unrest

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Case Study I

Devesh Sharma

April 8, 2005

Attended the convocation. Received MBA Degree. Felt like a bridegroom. Writing this while

spending a sleepless night traveling in Delhi Mail. My heart beats in symphony with the beats of the

wheels on the rail….

April 9, 2005

Reached Delhi: Took complete rest.

April 10, 2005

Today is a new landmark in my life. Stepped into the business world, with high aspirations. Tough I

am not a professionally qualified cost accountant, I have been appointed by the ABC Engineering

Works, Delhi, is their cost accountant and that too at Rs. 49,000/- a month. Thanks to IIMA! As

they don’t have any cost accounting system it is a challenging assignment. My immediate boss is the

Chief Accountant (CA). Couldn’t meet either the General Manager (GM) or the Deputy General

Manager (DGM); both of them were abroad on business tour. I was told that both DGM and GM are

equally powerful. GM looks after all production and technical matters, and DGM looks after all

administrative matters including purchases, stores, accounts, legal and personnel. Generally, rather

of them interferes in each other’s official work.

April 11, 2005

Spent the day with the CA. He is in his late forties and appeared to be a practical man with lot of

experience. He has also joined ABC recently. From 1989 to January 1999, he worked in the

Accounts Department in NTPC, at various positions. When he resigned from NTPC to join ABC he

was the VP (Accounts & Finance). He was not a professionally qualified accountant. He gave me a

brief description of ABC. They are basically heavy engineering fabricators and specialists in

manufacturing machinery for sugar and cement industry. They also accept orders for other types of

casting, machining, and fabrication jobs provided such jobs are sufficiently large and have adequate

capacity. The workshop is located on the outskirts of Delhi. The factory is divided into three parts:

a foundry, a machine shop, and a fabrication shop. Many parts for sugar and cement industry have to

go through all the departments, generally in the same order in which they are listed above. Most of

the orders received are either single job orders or batches of similar job orders.

ABC is of medium size and is quite successful. It was established in 1984. The sales and profit

figures for the last three years are as follows:

Year Sales Profit before tax

Rs. in Billion Rs. in Billion

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2000-01 38.32 3.30

2001-02 28.61 2.52

2003-04 15.31 1.50

After a brief description of the company, the CA remarked, “Devesh, you will be well advised not to

be over enthusiastic. The Production Manager is a bit allergic to controls. Moreover, GM has great

faith in this gentleman. You would be better off to suggest your ideas for any kind of control system

gradually. Don’t try to force the pace.”

April 12, 2005

The CA took me to the plant and introduced me to the Plant Manager, the Planning Engineer, the

Design Engineer, the Chief Inspector and the three Plant Superintendents in charge of foundry,

machine shop and fabrication. The Plant Manage suggested that I spend a fortnight in the various

sections of the plant to study the manufacturing operations and their internal problems before

thinking of introducing a cost accounting and control system.

May 7, 2005

Spent two weeks in the plant – a highly educative experience. Became more familiar with their

problems. The CA advised me to spend two to three days each with the Legal Officer, the

Purchasing Officer, the Stores Superintendent, and the Financial Accountant. (They do not have a

personnel department. Seems that recruitment for the production and technical sides was generally

done by the Plant Manager and for all commercial departments by the CA).

May 18, 2005

The GM and DGM returned to Delhi from Germany after signing a collaboration agreement with a

German firm to set up a paper machinery manufacturing plant. As a matter of fact, I haven’t had a

chance to meet them earlier, as they were away on tour at the time of my interview. I was

interviewed only by the CA). The CA introduced me to them. The GM appeared to be a pleasant

person, in his late sixties. He didn’t talk much and wished me good luck.

DGM appeared to be a tough guy – younger than the CA, may be in his late thirties or early forties.

Advised me to be in constant touch with him in all my endeavours. For the next two days, he gave

me a specific assignment to study the work done by all the personnel in the stores department. He

added, “I know there is something wrong there. However, Devesh, I don’t want you to come up with

any recommendations at this stage. I want you to make a thorough study. And give me just a factual

report”.

May 22, 2005

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Submitted a detailed report to the DGM. Even though I didn’t get much cooperation from the stores

personnel, I didn’t make any mention of it in my report. Gave a copy to the CA. Neither of them

called me to discuss the report.

May 23, 2005

The CA advised me to spend the next two months as a staff assistant to him. Was given a seat next

to his office in the mail hall and was asked to look into all his incoming and outgoing papers.

June 15, 2005

The ‘year-ending’ for the company is 30th June. Every year the company used to take the book

balances as per the stores accounts for income statement. DGM called the CA and me, suggested we

have a physical verification this year and assigned the full responsibility to me. He also sent a note

to all production departmental heads and the Stores Superintendent to furnish all necessary assistance

to me in this regard.

June 28, 2005

Talked with the Plant Superintendents and Stores Superintendent. Finalized arrangements for stock

verification. Personnel from production departments were deputed for the purpose. My role was

that of a coordinator. Sent notes to all concerned.

July 3, 2005

Stock verification was completed. Found large discrepancies between physical stocks and ‘book

stocks’. Started investigating the reasons for the discrepancy. I was satisfied with the security

arrangements. Ruled out the possibility of that by outside parties. Most of the stores items are of iron

and steel (plates, beams, squares, rods, pipes, etc.) and the accounts are kept in terms of weight. ABC

has permanent contract arrangements with a transport company to bring in materials either from the

railway station or from the godowns of the various suppliers. For payment, separate records are kept

in the incoming gatekeeper’s office. Gate keeper’s records are kept by actually weighing the lorries

on a weighbridge when they come in and go out. Stores personnel prepare SRMs (Stores Receipt

Memos) independently, based on which the payments are made. Sample checks are made comparing

the figure recorded in the gatekeeper’s office, stores records, and the stores ledger kept in the

accounts department which is posted on the basis of passed bills. Except for differences in the

timing of posting these entries, no major discrepancy was noticed.

But as far as material issues were concerned, the entire system appeared to be in a mess. The

following was observed:

1. Many materials were stored outside the stores in the yards. It was possible for the

production people to take away materials from these yards without raising indents.

(But this should have created discrepancy only in the bulky steel items which were

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kept outside. The discrepancies were also observed in materials kept inside the

stores).

2. Apart from the carbon copy which the indenter kept, only one copy of the stores

indent was made. This was used in the stores to post in cards; and in the stores

accounts, to post stores ledger. There was a clerk in the Accounts Department who

collected the indents from the stores ledger clerk and analyzed them job-wise to find

out how much material was being issued to various jobs. (This one-man section was

known as the Cost Accounts Section and was placed under my charge) There was a

time-lag of nearly two to three months between the raising of an indent and it’s

reaching the cost clerk, mainly due to sheer lethargy at various stages.

To my horror, I accidentally found some old used stores indents lying in the backyard of the stores.

They were not the indenter’s copy (Indenter’s copy is in buff paper and the original copy is in a

fairly thick paper of blue colour.) Could not make out the content or the department to which they

belonged. All the entries had faded.

July 4, 2005

Discussed this problem with the CA. He wondered as to what we could do about it. We did not

have proper storing arrangements for all the materials. However, he suggested that I may study the

matter in detail and bring forth any concrete suggestion, if I wished.

July 5, 2005

Not sure how to tackle this matter. Anyhow, decided to bring it to the notice of the DGM. Prepared

a note and submitted to the CA with a copy to the DGM

July 8, 2005

Haven’t got any reaction from the DGM. The CA also hasn’t talked to me about it though I was

working with him on various routine accounting matters for these last three days.

July 9, 2005

A fine Sunday morning. But was not very happy as I felt uneasy at the lack of any interesting

developments in the office. Don’t feel like continuing as a staff assistant to the CA. Must set up my

own Cost Accounts Department. From tomorrow onwards, I will submit a note per day on various

control aspects which gradually, I hope, will usher in the establishment of a Cost Accounts

Department.

July 10, 2005

Besides the routine work, prepared a note on the control of attendance and the booking of working

time on the job cards. The one month I spent in the plants helped me a lot in preparing these notes.

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July 11, 2005

The ‘labour booking system’ I suggested was basically meant to facilitate the ascertainment of the

time spent on various jobs by the workers. Since the CA told me about the DGM’s reluctance to

recruit more men for establishing a separate Cost Accounts Section, I suggested that the plant

superintendents can utilize their existing assistants to compile the necessary data from the daily job

cards and send a weekly return to the Cost Accounts Section.

July 12, 2005

The CA told me that he had discussed the attendance control and time booking, procedure suggested

by me with the Plant Manager. In the light of his suggestion I prepared a new note and submitted to

the CA with a copy to the DGM.

July 13, 2005

Again, there was no response.

July 14, 2005

Decided not to give up. Prepared a note on production reporting. This is also part of my strategy to

bring in a costing system slowly and steadily. Considering the overall resistance to change at

different levels in the organization. I do not think it feasible to suggest any comprehensive costing

system. Production reporting can be an indirect way of introducing a cost accounting system later.

July 15, 2005

Mr. Roy (Chief Metallurgist, Foundry) met me in my office. He has become one of my close

friends. I showed him the copies of the various notes I have prepared. He was quite enthusiast

about my attempts. Besides being a metallurgist, he is an Industrial Engineer and had some idea of

introducing a costing system for the foundry section. He suggested that we discuss it tomorrow at

his house. He also invited me for lunch.

July 16, 2005

Went to Roy’s house. Discussed the introduction of costing system in the foundry. Though we

could not finalize a comprehensive plan, he suggested that I trigger off some action by putting up a

note on the subject. In order to overcome the allergic reaction that erupts at almost all levels in

introducing cost control systems, we decided to call the note simply a ‘production reporting system’.

July 17, 2005

Prepared a note to introduce a ‘production reporting system’ in the foundry and submitted it to the

CA with copies to the DGM and the Foundry Superintendent. (Roy is comparatively new to the

organization, whereas the Foundry Superintendent, who is Roy’s boss, is one of the old guards – has

been with ABC for 15 years)

July 18, 2005

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As usual, reached my office at 9 AM. There was a surprise packet for me on my table. It was

nothing but a bunch of copies of all my notes to DGM. Obviously the DGM had referred them back

to the CA had given his comments. Seemed as if he went on accumulating them. But there was a

note from the CA for me on top of the bundle saying, “such notes are to be submitted to me first and

only after I give the approval they have to go forward”. I could not discuss the matter with the CA.

He went our of station the previous night. My immediate reaction was to take the bundle to the

DGM and discuss it with him. On second thoughts I decided not to short-circuit the CA. Returned

home an hour early. Was seriously thinking over this for the last two hours. I feel that the only line

of action for me is to resign.

Q) Prepare a write-up on your learning’s from the above Case Study.

Case Study II

Business Conduct: The Heart of the Matter

“Ethics and religion must not stay at home when we go to work.” — Achille Silvestrini, Cardinal of

the Roman Curia

Raghuveer Vats felt like a blender on pulse mode. Varsha Nigam Dorai had just left his office after

dropping a hateful bombshell, and the flying splinters were tossing him around; that Varsha was also

the wife of his senior vice-president, Tyaagi Dorai.

Varsha, whom he had known for many years, had said, “It is Tyaagi. He is never home before

midnight and always claims to have meetings with clients and overseas visitors. Ours is a large joint

family, I am the eldest and the live-in daughter-in-law. I manage the entire household and run my

dance academy, which keeps me busy round-the-clock. Busy also means that I am focusing less on

anxieties and worries. Therefore, it has taken me three years to convert worry into suspicion into

action. I fear Tyaagi is having an affair…”

And after some more explanation, she said, “It could be a person called Saarangi... Is there someone

by that name in your company?”

Raghuveer’s mind registered a vague recognition of the name, but he was badly shaken. Tyaagi? Of

all people! Then he had valiantly even defended, “I work very closely with Tyaagi, Varsha, I would

know.” But Varsha said, “You stole my line Veer. Those were my words, ‘I should know, I am his

wife!’ Nonsense, Veer!”

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But Varsha’s words did not make sense. Tyaagi was not just a terrific manager. He was ‘inner circle’

— part of the core strategy team.

Two days later, he asked Tyaagi to join him for dinner at Konkan Café. Without much preamble,

Raghuveer came to the point, “I believe you are having an affair with someone at work.” Tyaagi

gasped but only briefly. Then he said, “Where did you get that impression?”

Raghuveer, or RV as he was known, took the menu card from the manager, and said, “We will call

you as soon as we are ready, ok?” And then to Tyaagi, “You and I are too old to play cat-and-mouse

games, Tyaagi. how I know, where I got the impression from... never mind. Let us come to the point.

We are men, and we know what we are capable of; interestingly, we are also aware of what we are

not capable of, that is honesty in situations like this. This won’t do at Gavinn. I am sorry that after so

many years of great team work, we will have to part ways.”

Tyaagi was taken aback. “Part ways?” he asked, not even sure he was hearing right. “But what has

that to do with anything? Besides, it is not even an affair in the real sense…” RV was angry now.

“‘In the real sense?’ What does that mean? Anyway, look my relationship with you is that of an MD

and colleague. So, I have no interest in your personal definitions. I am concerned with the business

of Gavinn and that interest directs me to take a view of your conduct.” Tyaagi said, “I am sorry. but

listen to me, it is not what you think. I am a married guy. I have kids. I don’t need all this, you

know…”

RV said, “There are men who stop lying when they are found out. You are a rare breed. I have had a

long chat with Saarangi. Now tell me…”

Tyaagi was shocked, but said, “I am simply friendly with her…” RV could bear it no more. He said,

“If you want to talk, it has to be about corrective action, not the details of your relationship. So,

either you have to leave Gavinn or I will have to ask you to.” Tyaagi could not understand, “Why?

Why do I have to go? How has my personal life got anything to do with my work? Am I not

delivering? And I don’t think it is sufficient ground for terminating my employment! You are

making an issue of something quite commonplace; we are consenting adults, so what is the

problem?”

“The problem?” said RV. “When a man changes his script on being caught, or pretends none of that

happened, such a man is clearly one who lacks conviction. When a person dons two different

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profiles, one for the day and one for the dark, I would not trust my business in his hands. I do not

know which is the real Tyaagi that works for Gavinn!”

Tyaagi breathed deeply. “Alright! Let us not get theatrical!” he said in a low angry tone. “If it

bothers you so much, I will tell her to leave Gavinn!”

“On cue, Visaka and Vishesh exchanged a disturbed glance. They were in fact not very far from that

situation. Vishesh had sunk a huge amount into the India business.”

That made RV furious. He said, “It is not about who leaves or stays, it is about protecting the

integrity of a structure, a system that we all subscribe to. They are as simple as road safety rules. It

does get inconvenient now and then, but then it is not about convenience, it is about common and

greater good. Nobody forces you to get married, raise a family. But once you do, it is ‘till death do us

part’, which incidentally is not a romantic notion but about responsibility. Now, as an organisation,

Gavinn is part of that very society with its inconvenient rules. And what is good for the goose is

good for Gavinn as well.”

Tyaagi now realised he was talking to a mad man. So he said, “Let me think about this.

Let us meet again next week

“Not next week Tyaagi. Two days is all I have for you,” said RV as he left the restaurant

Next morning, HR head Kaushal Santrup walked into RV’s office and shut the door behind him.

“Tyaagi has sent us a letter from his lawyer that seems like a preamble to a lawsuit for unfair

termination of employment!” Kaushal announced. RV shrugged, “I knew he would. Fools and

cowards respond like that.”

Kaushal: We will have to fight it. Tell me your stance so that I can develop my defence.

RV: We are not ‘defending’ anything. He can do that. We have a stance and we are committed to it.

Kaushal: It is also Saarangi; she alleges sexual harassment. She could well be doing this to pre-empt

being sacked herself. Whatever her ploy, fact remains that since Tyaagi is in a position of power, and

his partner is much junior, it could well be construed that he is misusing his power!”

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RV: I am not interested in putting modern day labels on this episode. This is about irresponsible

behaviour, which will hold true in any age. And Gavinn will not subscribe to it.

Kaushal: Listen, she is accusing a senior manager. She alleges he brought pressure on her to

reciprocate that there was no volition from her side.

RV: Why are you wasting time on this? All this is nonsense. He brought pressure on her’! Look

Kaushal, she made the choice to toe his line. She could well have made a different choice and taken

the management’s help. Period. We have been very supportive and helpful always and there is not

one lady here at Gavinn who can fault us. I am not diminishing Saarangi’s words, but these are two-

faced people. And both should go.

Kaushal: And if Saarangi alleges it is sexual harassment, then?

RV: Then she will have to give me a non-helpless explanation for why she did not seek management

support. At one level, it is misuse of power by a person in authority and on top of that both are using

the law as a fig leaf. It is being assumed that the junior cannot refuse, that she was ‘influenced’. Then

the law says, “Oh but if she was ‘influenced’, it is not exactly consent, but a case of harassment!”

But who is to prove consent or not? Then what happens? Then the case will weigh down on the male

partner heavily. Therefore, this sexual harassment is after all, nonsense. I am not even considering it.

Kaushal: Maybe we need to issue a caveat to employees on workplace liaisons...

RV: You interpret me hastily, Kaushal. This is about married people straying. He is guilty of

decimating the home responsibility, and she for encroaching on what does not accrue to her. As an

organisation we have to subscribe to the social framework. If as an organisation I can request

consumers to deface and destroy mineral water bottles to prevent reuse, not buy pirated CDs, recycle

paper, not use plastics, to enable our market environment, then can they not reciprocally ask

organisations to save the moral environment? Tyaagi will have to go.

Kaushal: Maybe we must slow down. We have just yesterday received the clearance for the plant in

Ahmednagar. Tyaagi has been negotiating with the government. Could we not soft pedal till that gets

done?

RV (surprised): Kaushal, I am a leader, not a fixer or broker. If this deal gets sticky, so be it. But

endorsing betrayal, valueless conduct, irresponsibility? Never. The home/family is an operating unit

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to be accorded the same respect. If the head of the home business unit cannot lead well and enable

his profit centre, how am I to believe he can work for the benefit of his organisation’s business unit?

It is easily extrapolated!

Kaushal: Given the times, such severity may be extreme…

RV: Tyaagi is not some management trainee. It is clearly the wrong example for a senior member of

an organisation to set. Importantly, Gavinn has to always be an organisation where women feel safe.

The MD’s vision has to be clear on this.

Kaushal: We could look at how others handled this: Teffer transferred its senior director out of the

country to get him off a scandal he got into.

RV: What Teffer does is Teffer’s choice. What Gavinn does will be driven by our values. We must

never run organisations to ‘look’ good. Covering up, pushing under the carpet, calling in PR… these

are ego-driven exercises, born out of faith in falsehoods. I will manage my business and the careers

of my managers. But they have to come with values. If their values break, they must go to ‘Start’.

Life is not all ladders...

Kaushal: Times have changed, RV. There’s growing evidence that morals are on the low in

organisations, and naturally management is either unsure or unwilling to take a stance.

RV: I am neither unsure nor unwilling. Besides, it is the very nature of time to change as it is of

water to be wet. Hardly reason to recalibrate values! But some things should not change, the basic

edifice on which we build homes should never change. If it does, orgnisations won’t have a

foundation for survival. Now I need to work … Don’t forget our 4 pm meeting.

There it ended for the time being. but outside the sound-proofed walls of Raghuveer Vats’ office, the

buzz of discussions was mounting. How news travels or leaks, is difficult to flowchart. “Why is RV

being adamant?” “Seriously! What anyone does with his personal life should be nobody’s business.”

“Seems very harsh a step. Why sack the guy? RV must be deranged…” “What a severe man!”

“Tyaagi is dead. Indian law on sexual harassment will nail him any which way.”

Kaushal met Teerath Jain, his next in command, to discuss the letter from Tyaagi’s lawyer, which

was a sort of pre-emptive legal opinion that clarified his rights and obligations.

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Kaushal: India’s sexual harassment law rests on ‘absence of consent’. Only then is it construed to be.

Other countries’ laws go further, where if someone is in a position of authority, then any sexual

relationship is harassment. But RV does not even want to hear about it. He says, “Values don’t need

the sanctity of law. What is wrong is wrong. Period.”

Teerath: He has a point, but unfortunately when you are dealing with contractual employment, you

have to work through the law. I can hardly see myself saying with conviction: ‘Tyaagi, you have to

go, because I think what you did is inappropriate.

Lunch tables at Gavinn saw more huddled heads. “Say, is this code of conduct usually documented?”

“Yes, it is supposed to be annexed to your contract. Many MNCs do this.” “But listen, if he is wants

to file a suit, on what possible basis can he do so?” “Company will allege it tantamounts to

harassment, while he will resort to the flimsy Indian definition and claim it was consensual. Finished.

He wins.” “Absolutely, he will simply say that company cannot police personal life! Then what can

we do?” “RV will put his tough foot down, and chant his pet mantra about unwritten commitment to

the code of common conduct, which include the adherance to social norms. Simple. I can even hear

him chant now…” “RV is a clear-headed guy... Tyaagi has no hope in hell. Legally, he may wrangle

victory, but in the press he will look like a fool.”

Elsewhere, Teerath was in discussion with Kaushal and RV, “The Indian law is set out in a case

called Vishaka versus State of Rajasthan, where the court set out guidelines to be adopted at all

workplaces. There is no mention of ‘consensual sexual relationships’. That implies, in India,

consensual sexual relationships between adults is not illegal. However, I say an Indian company can

and should go further and prohibit this when people are in authority, as is Tyaagi. And I do think RV

you are on solid ground. You are a man for policy, plus you have terrific conviction. Besides, we

must push for a change because the Indian law only sets out a minimum standard, which is not only

outdated but also dreadfully nebulous. It is essential to have a more rigorous definition of sexual

harassment in workplaces and this prevents subtler forms of gender discrimination.”

Raghuveer heard him out keenly, while Kaushal added: “Look at the kind of domestic situations that

arise daily. Right here at Gavinn. young trainees have married and divorced in eight months.

Alcoholism, abusive conduct, domestic violence, and now extra-marital affairs. These kinds of moral

delinquencies are present to some degree in many homes.

Where will you draw the line? And how many will you get to know about? Can we ask all these men

and women to quit?

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“Why only men? The husband of one of our brand managers has complained that she has too many

late night meetings and parties and their home life is derailing. Do I take that as an official complaint

against her professional self or against her personal self? If Tyaagi’s case counts, then this one too

does, no? You think a man is setting a bad example having an affair. But you don’t think the lady

manager is setting a bad example neglecting her home? And then what do I tell her boss Vijay

Cherian who asked me, ‘If she fails to meet her objectives, can I call her husband and report? No?

Then why is he calling us?’ So, where will you draw the line RV?’

RV: Interesting arguments; but the case of Tyaagi is clear as day. The issue gets bad when one of

them is already married, and break social convention. I have asked you this several times: Is an

organisation not responsible for society’s values being maintained? For the upkeep of a moral

standard in society? After all, an organisation is part of that very society. Isn’t that why we restrict

cigarette and liquor companies from advertising? People will protest — it is in the nature of people

to resist hindrance. But finally who is the watchdog? Organisations have to draw the line and make

known these lines.”

Kaushal: Pardon me if I come across as argumentative RV. if Tyaagi was having an affair with a

lady outside Gavinn, would you have even known? There is also the view that society itself has

changed its stance on such things as extra-marital affairs. It is rampant, so how much can an

organisation do? I think a point can be made to the employee that we are disturbed by his conduct.

Then it is for the errant manager to take a call. He will then know the viewpoint of his management,

and he cannot get abrasive at least, if he expects his career to move upwards.

Or if it was interfering with work... Then there is a case for action. I keep wondering, where do we

draw the line?

RV: Why does everything have to have lines and boundaries and definitions? What ever happened to

common sense? Why can we not have black and white, yes or not-yes, can or cannot? These grey

zones are really nothing, but our own confused sense of democracy.

I agree, the organisation cannot go about sleuthing. But here I am, employing 20 hours of a man’s

day to run my business. Does it not become Gavinn’s responsibility? When I hire a man, I hire his

whole family’s support. That is how I see life. Maybe your vision is different, so I cannot even tell

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you you are wrong. You tell me how do I shut this window that shows me a different perspective

from yours?

Organisation that have a passion for being value-driven will know right from wrong. And I say this,

even if his performance is good, work unaffected, top drawer deliveries; but when his subordinates

know he is married, and is having an extra-marital affair, is this good or not good for the value

edifice that the organisation stands on? Is it not affecting the fabric with which we weave our

businesses everyday? Does he not compromise his seniority and authority?”

Kaushal, then asked softly, “Yet, would you have saved the marriage by sacking him, RV?”

RV replied, “I am not saving any marriage. I am trying to save the values that are being assaulted by

his behaviour. Values is the air I spray abundantly in my workplace for people to inhale. He is

polluting it with an attitude that I see as unwholesome. That is all.”

Kaushal was satisfied, “Fair, but allow me to suggest a framework for this: Follow full process; set

up a sexual harassment committee; give everyone concerned a right to be heard; and then terminate

with reasons. You will be well within your rights then to say, “Gavinn strongly believes in social

norms. Our code of conduct derives from society and breach of social convention is breach of

organisational code of conduct.”

Raghuveer stood up and shook Kaushal’s hand, “Fair!” And then, “But remember, this is not about

sexual harassment, but dishonest indulgence. That is really my point!”

Question

Is economy out there or inside us? Where does business begin? Is business an attitude or a series of

acts?

Case Study III

Mr. Hart and Bing

THE SHOP situation reported in this case occurred in a work group of four men and three women

who were engaged in testing and inspecting panels for electronic equipment. The employees were

paid on a piecework incentive basis. The personnel organization of the company included a

counselor whose duty it was to become acquainted with the workers and talk over any problems,

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which they wished to discuss with him. The summarized statements of “Bing,” the employee, and

Mr. Hart, the supervisor, are excerpts from five interviews the counselor had with each of them

within a period of about two weeks.

A S U M M A R I Z E D S T A T E M E N T O F H O W “B I N G” F E L T

“According to the system round here, as I understand it, I am allowed so much ‘set-up’ time to get

these panels from the racks, carry them over here to the bench and place them in this jig here, which

holds them in position while I inspect them. For convenience sake and also to save time, I

sometimes manage to carry two or three over at the same time and inspect them all at the same time.

This is a perfectly legal thing to do. We’ve always been doing it. Mr. Hart, the supervisor, has other

ideas about it, though; he claims it’s cheating the company. He came over to the bench a day or two

ago and let me know just how he felt about the matter. Boy, did we go at it! It wasn’t so much the

fact that he called me down on it, but more the way in which he did it. He’s a sarcastic b…d. I’ve

never seen anyone like him. He’s not content just to say in a manlike way what’s on his mind, but he

prefers to do it in a way that makes you want to crawl inside a crack in the floor. What a guy! I don’t

mind being called down by a supervisor, but I like to be treated like a man, and not humiliated like a

schoolteacher does a naughty kid. He’s been pulling’ this stuff ever since he’s been a supervisor. I

knew him when he was just one of us, but since he’s been promoted he’s lost his friendly way and

seems to be having’ some difficulty in knowing’ how to manage us employees. In fact, I’ve noticed

that he’s been more this way with us fellows since he’s gotten married. I don’t know whether there’s

any connection there, but I do know he’s a changed man over what he used to be like when he was a

worker on the bench with us several years ago.

“When he pulled this kind of stuff on me the other day, I got so damn mad I called in the

union representative. I knew that the thing I was doing was permitted by the contract, but I was just

intent on making some trouble for Mr. Hart, just because he persists in this sarcastic way of handling

me. I’m about fed up with the whole damn situation. I’m trying’ every means I can to get myself

transferred out of his group. If I don’t succeed and I’m forced to stay on here, I’m going to screw

him every way I can. He does not going to pull this kind of kid stuff any longer on me. When the

union representative questioned him on the case, he finally had to back down, ‘cause according to the

contract an employee can use any timesaving method or device in order to speed up the process as

long as the quality standards of the job are met. During the discussion with me and the union

representative, Mr. Hart charged that it was a dishonest practice and threatened to ‘take it up the line’

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unless the union would curb me on this practice. But this was just an idle threat, ‘cause the most he

can do is get me transferred out of here, which is actually what I want anyway.

“You see, he knows that I do professional singing on the outside. He hears me singing’ here on the

job, and he hears the people talking’ about my career in music. I guess he figures I can be so cocky

because I have another means of earning some money. Actually, the employees here enjoy having

me sing while we work, but he thinks I’m disturbing them and causing them to ‘goof off’ from their

work. It’s funny, but for some reason I think he’s partial to the three female employees in our group.

He’s the same with all us guys as he is to me, but with the girls he acts more decent. I don’t know

what his object is. Occasionally, I leave the job a few minutes early and go down to the washroom to

wash up before lunch. Sometimes several others in the group will accompany me, and so Mr. Hart

automatically thinks I’m the leader and usually bawls me out for the whole thing.

“So, you can see, I’m marked man around here. He keeps watching me like a hawk.

Naturally this makes me very uncomfortable. That’s why I’m sure a transfer would be the best thing.

I’ve asked him for it, but he didn’t give me any satisfaction at the time. While I remain here I am

going to keep my nose clean, but whenever I get the chance I’m going to slip it to him, but good.”

A S U M M A R I Z E D S T A T E M E N T O F H O W M R. H A R T F E L T

“Say, I think you should be in on this. My dear little friend ‘Bing’ is heading himself into a

showdown with me. Recently it was brought to my attention by the Quality Control Checker that

‘Bing’ has been taking double and triple setup time for panels, which he is actually inspecting at one

time. In effect, that’s cheating’, and I’ve called him down on it several times before. A few days

ago it was brought to my attention again, and so this time I really let him have it in no uncertain

terms. He’s been getting away with this for too long and I’m going to put an end to it once and for

all. I know he didn’t like my calling him on it because a few hours later he had the union

representative breathing’ down my back. But you know what talking’ to those people is like; they’ll

sometimes defend an employee, even though they think he’s taking advantage of the company.

Well, anyway, I let them both know I’ll not tolerate the practice any longer, and I let ‘Bing’ know

that if he continues to do this kind of thing, I’m going to take official action with my boss to have the

guy fired or penalized somehow. This kind of thing has to be curbed. Actually, I’m inclined to think

the guy’s mentally deficient, because talking to him has actually no meaning to him whatsoever.

I’ve tried just about every approach to jar some sense into that guy’s head, and I’ve just about given

it up as a bad deal. I just can’t seem to make any kind of an impression upon him. It’s an unpleasant

situation for everyone concerned, but I’m at a loss to know what more I can do about it.

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“I don’t know what it is about the guy, but I think he’s harboring some deep feelings against

me. For what, I don’t know, ‘because I’ve tried to handle that bird with kid gloves. But his whole

attitude around here on the job is one of indifference, and he certainly isn’t a good influence on the

rest of my group. Frankly, I think he purposely tries to agitate them against me at times, too. It

seems to me he may be suffering from illusions of grandeur, ‘because all he does all day long is it

over there and croon his fool head off. Thinks he’s a Frank Sinatra! No kidding! I understand he

takes singing’ lessons and he’s working with some of the local bands in the city. All of which is

O.K. by me; but when his outside interests start interfering with his efficiency on the job, then I’ve

got to start paying closer attention to the situation. For this reason I’ve been keeping’ my eye on that

bird and he steps out of line any more, he and I are going to part ways.

“I feel quite safe in saying that I’ve done all I can rightfully be expected to do by way of

trying to show him what’s expected of him. You know there’s an old saying, ‘You can’t make a

purse out of a sow’s ear.’ The guy is simply unscrupulous. He feels no obligation to do a real day’s

work. Yet I know the guy can do a good job, because for a long time he did. But in recent months,

he’s slipped for some reason and his whole attitude on the job has changed. Why, it’s even getting to

the point now where I think he’s inducing other employees to ‘goof off’ a few minutes before the

lunch whistle and go down to the washrooms and clean up on company time. I’ve called him on it

several times, but words just don’t seem to make any lasting impression on him. Well, if he keeps it

up much longer, he’s going to find himself on the way out. He’s asked me for a transfer, so I know

he wants to go. But I didn’t give him an answer when he asked me, ‘cause I was steaming’ mad at

the time, and I may have told him to go somewhere else.

“I think it would be good for you to talk with him frequently. It’ll give him a chance to think the

matter through a little more carefully. There may be something that’s troubling him in his personal

life, although I’ve made every effort to find out if there was such a thing, and I’ve been unsuccessful.

May be you’ll have better luck.”

Q) Prepare a write-up on your Learning from the above Case study.

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Case Study IV

Honda Unrest

Introduction:

India's image as an attractive destination for global capital may take a beating after a July 25, 2005

clash between the police and workers of Honda Motorcycles and Scooters India Ltd. in the city of

Gurgaon, located near New Delhi. Scores of workers were severely injured and taken to hospital.

Others were taken into custody by the police. Gurgaon can be considered as the auto hub of India

with factories of Honda, Hero Honda, and Maruti Udyog based here. However, the latest news in is

not good for the auto sector as worker strikes have led to downfall of production and loss of profits.

All of the affected companies are trying to arrange alternative arrangements to restore productivity.

Honda Motorcycle & Scooter India (Pvt.) Ltd. (HMSI):

Honda is the world's largest manufacturer of 2-wheelers. Its symbol, the Wings, represents the

company's unwavering dedication in achieving goals that are unique and above international norms.

These wings have now arrived in India as Honda Motorcycle & Scooter India (Pvt.) Ltd. (HMSI), a

wholly owned subsidiary of Honda Motor Company Ltd., Japan.

The HMSI factory is spread over 27 acres, at Manesar, in Gurgaon district of Haryana. The

foundation stone for the factory was laid on 14th December 1999 and the factory was completed in

January 2001, in a record time of only 13 months. It has a capacity of 100,000 scooters per year. Its

initial investment stands at Rs. 200 crores. It has facilities like gravity die-casting, steel and

aluminium machining, heat treatment, press and fabrication shop, paint shop and frame and engine

assembly. The HMSI paint shop is among the most advanced in the world with automated lines and a

robotised paint booth.

Honda Activa is the first scooter model of HMSI for the Indian market. This scooter employs state-

of-the-art Honda technology and is equipped with unique features never seen before in India. The

Honda Activa sets a new standard for a new era of scooters in India. The Honda Activa has been

developed exclusively for the Indian market by closely examining the way scooters are used in the

country and applying the know-how accumulated through 15 years of doing business in India. With

the changing lifestyles, the consumer's needs from a 2-wheeler are also changing. The Honda Activa

has been designed to cater to the people who believe:

o The conventional Indian scooter is too big and difficult to handle.

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o The scooterette is too small and similar to mopeds.

The Honda Activa is especially designed to meet the needs of new Indian families. Powered by a 4-

stroke engine, it has a steel body that enables full utilization of the existing service infrastructure. It

offers user-friendly utilities like a helmet box, a flat footboard and ample ground clearance.

Fact Profile:

Honda's Gurgaon plant has 2,000 workers on its rolls and once produced 2,000 scooters and

motorcycles a day. But after workers began agitating for a wage hike since December 2005,

production fell to 400 vehicles a day. In the beginning of July, Honda management suspended some

(50) workers and dismissed (4) others, replacing them with contract laborers and raising the daily

output to 1,000 motorbikes. These actions were deeply resented by workers, who saw the move to

replace permanent staff with temporary laborers as a cruel violation of their rights. Trouble has been

simmering in the Honda factory for eight months, and finally things came to a head when workers

demonstrated and were brutally beaten by the police.

Honda Motorcycle and Scooter India became one of the biggest sufferers where the strikes started in

June 2005. The strike costed them losses worth about three billion yen ($27 million) through lost

output during a violent labour dispute. The regular production of the company is in the excess of

2000 vehicles per day. The company has around 1900 workers of which only around 38% were

working during the labour trouble. The strike commenced after a few workers were suspended and

dismissed for creating trouble and damaging products at the plant. Many more involved companies

especially auto component makers were affected by these strikes in the region. About 1,700 of the

total 1,800 'Line Associates' of HMSI joined ranks with the strikers and the company tried to make

up for lost labour by taking help from vendors and involving contractual labour, apprentice and

trainees in the process.

The workers of the company along with union leaders — who were members of a political party—

had staged a protest march. As they tried to cross the national highway, the police tried to stop them

but were beaten up by the mob. The DSP and the constables were injured severely. The mob then

marched off to the Mini Secretariat where they again started pelting stones at the police. Reacting to

this, the deputy commissioner ordered a lathi charge in which the police went berserk and beat the

mob black and blue leaving about 100 injured.

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Honda motorcycle and Scooter India (HMSI) denied not reinstate any of its suspended workers

without completion of an inquiry. It did condemn the lathi charge on them but at the same time

categorically stated not to take back any of the suspended employees till a third-party inquiry against

them is completed. The company had been in the grip of a major labour unrest for over a month. The

company mangement termed the clash with police as an event that took place outside its factory

premises. However, it expressed to consider to provide financial assistance to those injured in case a

specific request came in. The unrest saw the company, a fully-owned subsidiary of Japan’s auto

major Honda Motor Co., suffer huge losses due to production being scaled back.

Analysts say that the Honda factory's workforce may have been justified in asking for a raise, and

that the company's decision to hire temporary workers was unethical. They have also condemned the

police's brutal response to the workers' protest march, which India's independent television stations

recorded and broadcast blow-by-blow.

The brutal assault by the police on the workers of the Honda Motors and Scooters in Gurgaon

shocked the country. In a systematic and premeditated fashion the police launched a savage attack on

workers protesting against the illegal actions of the Honda company. Hundreds of workers were

injured, many with serious head injuries in this attack shown on television screens. This was an

outrageous example of the police acting as agents of the multinational company. The district

administration’s complicity in suppressing the rights of the workers was also well established.

Workers in factories in Gurgaon were not allowed to form trade unions and efforts were made by the

big companies to suppress all trade union activities. The Honda factory is thus seen as an illustration

of how workers rights are suppressed.

The All India Trade Union Congress (AITUC) threw its weight behind the company’s trade union.

AITUC general secretary and CPI MP Gurudas Das Gupta had taken the stand that workers were

being victimised for forming a trade union. Barely half of the company’s labour force was reported

to be working after the agitation began.

Time Line of Events:

Following is the sequence in which events occurred to witness the labour unrest in Honda.

January 17, 2005 A HONDA official kicks a worker

May 26, 2005 AITUC leader Gurudas Dasgupta complains to

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Haryana Chief Minister

May 30, 2005 Workers get union registered. Company dismisses

four union office-bearers and suspends over two-dozen

workers.

June 27, 2005 Dasgupta meets the Prime Minister of India after

writing to him. Same day all workers stopped from entering

company premises.

July 6, 2005 Unofficial lockout. Company willing to allow

workers in if they sign undertaking

July 21, 2005 Unions asked why workers not allowed in despite

giving undertaking.

July 25, 2005 11 A.M. – About 3000 marching workers clash with

police, Deputy Superintendent of Police beaten up.

1.30 P.M. Workers told by police to go to mini-secretariat at

Gurgaon to submit memorandum

2.30 P.M. Workers assemble there, over 500 policemen

surround them and beat them up.

Normalcy returned to the Honda Motorcycles and Scooters India Limited factory in Gurgaon, as

workers joined duty, bringing to an end a month-long labour problem. The first batch of workers

resumed work on August 1, 2005 morning at 6:00 am after signing an undertaking which said they

"shall abide by good conduct, discipline, devotion to duty, meet company targets, completely

observe the certified standing orders applicable to the establishment and refrain from sabotage

activities etc." The second shift at the Honda factory started at 2:00 pm, while the third started at

11:00 pm. Some injured workers also reached the Honda factory to carry out certain formalities for

payment for their treatment. The company, as per the agreement reached between them, promised the

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injured workers paid leave. They signed an undertaking and went to hospital after taking a half-day

leave. Security arrangements were in place to prevent any untoward incident and around 30-40

policemen were posted outside the factory. Around 45 personnel from a private security agency were

in charge of security inside the factory. "This is the normal security drill at the factory. We are not

expecting any untoward incident. It is business as usual because we have reached an amicable

agreement," a Honda official said. The stalemate ended with the management and agitating workers

reaching an agreement on late July 29, 2005 night, under which all employees, including the four

dismissed and 50 suspended, would be taken back. The workers would not get salary during the

period they were on strike. Honda would also increase the wages of the employees and would not

take any disciplinary action against workers who agitated against the company. The settlement was

brokered by the Haryana Government.

Specific Issues:

The case raises certain specific issues as noted below:

1. There are some pressing issues that need to be examined. When the Honda facility's workers

wanted a raise and found the management unwilling to make concessions, they resorted to a

"go slow" technique. Management responded by hiring temporary workers to boost output, a

development that provoked the violence. It is clear that management took the easy way out

instead of addressing a legitimate worker demand for better pay.

2. It must be understood that Gurgaon is merely the tip of an iceberg. As much as India would

like to compete with China economically, India's labor force is culturally and politically very

different from its counterpart across the Himalayas. Indians will not condone the kind of

sweatshop economy that prevails in China.

3. Putting labor reforms on the back burner in an effort to attract FDI and keep economic

reforms moving forward risks derailing development in the future.

4. The votaries of "big bang" deregulation have been trying to reduce labor reforms in the

context of the increased flow of FDI.

5. Japan is India's fourth largest source for foreign direct investment (FDI), and some 70 percent

of all Japanese companies in India, including many in the automotive sector, are located in

Gurgaon. Kiyomichi Ito, managing director of Toyota Kirloskar Auto Parts, said, "Such

incidents would influence investor perception and may have an indirect effect. Indians should

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understand that the capital investor has varied choices, and China still remains an attractive

investment destination."

6. Should the Honda management be prosecuted for declaring an illegal lockout? Should the

central government of India ensure that all the multinational corporations in the National

Capital Region conform to labour laws strictly?

Approaches:

It must be understood that Gurgaon is merely the tip of an iceberg. As much as India would like to

compete with China economically, India's labor force is culturally and politically very different from

its counterpart across the Himalayas. Indians will not condone the kind of sweatshop economy that

prevails in China. As an important trading partner and source of FDI for India, Japan and its

companies must understand that every country has its own social and cultural peculiarities, and these

have to be taken into account while doing business. The entire episode is to be seen from this

approach for its solution.

Q) Analyze the case and write your approach to handle the problem described in above case

study.

Submission Guidelines

1) Submit your completed assignments before the end of the orientation program to

your assigned Faculty Mentor which would be informed during the orientation

program. Prior to your registration. (No Excuse will be entertained for non

submission. Avoid embarrassment at the time of Registration.)

2) The assignment to be submitted on a CD.

3) Use a font size of 12 and font Times New Roman. This must be in MS Word 2003

format.