Chairman GD Topics

1: You are the mess manager of a company situated in a rural area. There are 10 people who eat in
your mess. (8 veg and 2 non veg). The mess serves vegetarian food. But the non-vegetarians have
been demanding non veg food for quite some time now. However, the vegetarians feel repulsed by
non – veg food due to religious issues and are not even ready to have lunch together at the same
table with a person having non-veg food. How will you approach this problem?

As the mess manager, I would approach this problem by first listening to the concerns of both the
non-vegetarians and the vegetarians. I would acknowledge their respective dietary preferences and
religious beliefs, and work towards finding a solution that is acceptable to everyone.

One possible solution could be to offer separate dining areas for the vegetarians and non-vegetarians,
so that they can eat their preferred foods without any discomfort. This could involve dividing the mess
area into two separate sections, or scheduling different meal times for the two groups.

Another option could be to offer non-vegetarian food on specific days of the week, so that the
non-vegetarians can have the food they prefer without affecting the vegetarians. This could also help to
avoid any conflicts or discomfort that may arise from having non-vegetarian and vegetarian food served
together.

Ultimately, the key to resolving this issue would be to maintain open communication with both groups
and to work towards finding a solution that respects everyone's dietary preferences and religious
beliefs. As the mess manager, it would be my responsibility to create an inclusive and comfortable
environment for all the employees who eat in the mess.

2: You have been recently promoted as the store manager of a retail shop. You have both experienced
and freshly hired sales persons working under you. However, the experienced sales persons have not
been treating the fresh recruits properly and there have been complaints made by the fresh recruits.
The experienced sales persons also do not stick to store timings and come and go as they like. You
have called a meeting with other stores managers to discuss this situation.

As the newly promoted store manager, my first step would be to address the concerns of the freshly
hired sales persons and gather more information about the behavior of the experienced sales persons. I
would meet with them individually to understand their grievances and take necessary steps to resolve
their issues.

I would also set clear expectations for all sales persons regarding store timings and work schedules. This
would include defining the expectations for punctuality, attendance, and work responsibilities.
Additionally, I would develop a system for tracking and monitoring employee attendance and
performance to ensure that everyone is held accountable.

To address the situation with the experienced sales persons, I would consider conducting training
programs on proper workplace behavior and conduct, focusing on topics such as teamwork,
communication, and respect. I would also work with them to develop individual performance plans that
outline specific goals and expectations.

In preparation for the meeting with other store managers, I would compile a detailed report on the
situation, including information on the complaints received from fresh recruits, the attendance records
of all sales persons, and any steps taken to address the situation. I would also seek feedback and advice
from other managers on effective strategies for dealing with this kind of situation.

Overall, my approach would focus on fostering a positive work environment and creating clear
expectations for all sales persons, while also addressing any concerns or issues that may arise. Through
open communication, clear expectations, and consistent follow-up, I believe that we can successfully
resolve this situation and create a positive and productive workplace culture for all employees.

3: You are the Leader of the sales team and your team is on the verge of closure of a big deal. The deal
will be good for the company as well as for you because you will be rewarded with promotions and
bonus once the deal goes through. You were contacted by a person of the customer company who
holds a strong influence there and he has promised that he will ensure the deal goes in your favour, if
he is promised some kickbacks. You have to go back and discuss with the team on the future course of
action.

As the leader of the sales team, I would immediately reject the offer of kickbacks as it would be a clear
violation of our company's ethical standards and could result in serious consequences for the company,
including potential legal action.

Instead, I would hold a meeting with my sales team to discuss the situation and brainstorm alternative
strategies for securing the deal without resorting to unethical practices. I would encourage my team to
focus on building strong relationships with the customer and delivering high-quality products and
services that meet their needs and exceed their expectations.

I would also seek input from senior management and legal counsel to ensure that our actions are fully
compliant with legal and ethical standards. This could include conducting a thorough review of our
company's policies and procedures related to business ethics and compliance, and providing additional
training and resources to our sales team to ensure that they are fully informed and equipped to make
ethical decisions.

Overall, my approach would prioritize ethical behavior and compliance with legal standards, while also
focusing on delivering high-quality products and services and building strong relationships with our
customers. By working together as a team and adhering to our company's ethical standards, I believe we
can successfully close the deal and achieve our goals without compromising our integrity or risking the
reputation of our company.

4: Mr. X is a high performer and is an important asset for the company. Seeing his impressive
performance the company has offered him a promotion. But, Mr. X has refused to accept the
promotion and has tended in his resignation saying he doesn’t deserve the promotion. As Mr. X’s
Team Leader, discuss the situation with the management and decide on how to handle this situation.

As Mr. X's Team Leader, I would approach the situation by first speaking with him to understand the
reasons behind his decision to refuse the promotion and resign. I would listen to his concerns and try to
address them, and also provide any support or resources that he may need to feel more confident about
accepting the promotion.

If Mr. X still decides to resign despite my efforts to persuade him to accept the promotion, I would then
discuss the situation with the management. I would provide them with a detailed report of the reasons
behind Mr. X's decision and any feedback he may have given me regarding his work experience in the
company.

Based on this information, I would work with the management to determine the best course of action to
handle the situation. This could include trying to convince Mr. X to reconsider his resignation or finding a
suitable replacement for his role within the company.

I would also recommend conducting a review of the company's performance review and promotion
processes to ensure that they are transparent and equitable, and that employees are given the
appropriate opportunities to grow and advance in their careers. This would help to prevent similar
situations from arising in the future and ensure that all employees are treated fairly and equitably.

Overall, my approach would prioritize understanding and addressing Mr. X's concerns, while also
ensuring that the company's needs are met and that its policies and procedures are followed.

5: You are the head of a consumer goods company. To enable cost cutting your company has decided
to move the customer care system online. There have been complaints from the old customers
regarding the new system, as they are not very conversant with handling computers. Discuss with the
board as to how would you tackle this situation.

As the head of the consumer goods company, I understand the concerns of our old customers and the
need to address them while also implementing cost-cutting measures. Here are some possible
approaches to tackle this situation:

1. Provide training and support: We can provide training sessions and support to the customers
who are not conversant with handling computers. This can be done through online tutorials, video
guides, or one-on-one support sessions with our customer care representatives.

2. Offer alternative customer care options: In addition to the online customer care system, we
can also offer alternative options for our old customers such as a dedicated phone line or a physical
customer care center. This will provide them with an alternative way to reach out to us if they are
not comfortable with the online system.

3. Collect feedback and make improvements: We can collect feedback from our old customers on
the online customer care system and make improvements accordingly. This will help us understand
their pain points and address them to ensure a better customer experience.
4. Provide incentives: We can offer incentives such as discounts or loyalty rewards to our old
customers who use the online customer care system. This will encourage them to try the new
system and provide feedback on how we can improve it.

Overall, it is important to balance the cost-cutting measures with the needs and concerns of our
customers. By implementing a combination of the above approaches, we can ensure a smooth transition
to the online customer care system while also providing support to our old customers.

6: You are a new player in the market and are looking for dealers to sell your product. The dealers
want more margin and you also want more margin. You have called in a meeting of your sales team to
discuss about the approach of finalizing the dealers for selling your products.

Here are a few steps that you can take to approach the situation:

1. Understand the market: Before finalizing the margin, it's essential to research the market and
understand the standard margins offered to dealers by other companies in the same industry. This
will help you set realistic expectations for both parties.

2. Prioritize dealers: Determine the dealers who are the best fit for your product and prioritize
them. Offering a slightly higher margin to these dealers can help establish a strong and long-lasting
partnership.

3. Negotiate: Negotiate with the dealers and find a middle ground that is acceptable to both
parties. Consider offering incentives, such as discounts or promotions, to make the deal more
attractive to the dealers.

4. Have a clear contract: It's essential to have a clear and detailed contract outlining the terms
and conditions of the partnership. This will help prevent any misunderstandings or disputes in the
future.

5. Continuously monitor and evaluate: Continuously monitor the performance of the dealers and
evaluate the partnership regularly to ensure that both parties are benefiting from the deal. Make
necessary adjustments as required.

In the meeting with your sales team, you can discuss the above steps and come up with a strategy to
approach finalizing the dealers. It's crucial to ensure that the dealers feel valued and motivated to sell
your product while also ensuring that your company earns a reasonable profit margin.

7: You are the head of a division of ABC Pvt Ltd. Your division is facing tough times and there are two
potential orders which can act as life saver for your division. But you feel that the Procurement team
doesn’t co-operate with your division and you will fail to secure the orders because of the laid-back
attitude of the procurement team. Discuss with your team members as to how to tackle this situation.

1. Meet with the procurement team: Schedule a meeting with the procurement team to discuss
your concerns about their lack of cooperation. Be specific about the potential orders that your
 division needs and explain the importance of securing them.

2. Understand their perspective: Listen to the procurement team's perspective on the matter and
try to understand the reasons behind their lack of cooperation. There could be various reasons, such
as budget constraints or lack of resources.

3. Collaborate on a solution: Work together to find a solution that benefits both teams. You could
propose alternative ways of procuring the necessary materials or negotiate a budget increase for
the procurement team. Brainstorm different ideas and come up with a plan that satisfies both
teams.

4. Communicate with higher management: If the issue persists, escalate the matter to higher
management. Explain the situation and the efforts made to resolve it. Seek their guidance and
support to ensure that your division can secure the potential orders.

5. Build a long-term relationship: To avoid similar situations in the future, build a strong and
collaborative relationship with the procurement team. Work together to establish clear
communication channels and build trust between the two teams. This will help ensure that your
division's procurement needs are met in a timely and efficient manner.

8: You are the head a division in ABC company. XYZ works in your division. XYZ is very close to the
CEO. He has been performing well in the company and sometimes goes out of the way to achieve the
goals. However, He doesn’t go along well with his peers and there have been complaints against him.
The HR has suggested that he be transferred to another division. Discuss the situation with your team
and decide on the course of action

In this situation, it is important to balance the performance of XYZ with the impact he is having on the
team dynamics. As a team, we should have an open and honest discussion about the issues and
complaints against XYZ, and try to identify the root cause of his conflicts with his peers. We should also
consider the impact his transfer would have on the division and the company as a whole.

If we find that XYZ's performance outweighs the negative impact he is having on the team dynamics, we
should try to work with him and his peers to address the issues and find a way to improve the team
dynamics. On the other hand, if we find that his behavior is causing too much disruption and impacting
the team's ability to work effectively, we should consider the HR's suggestion of transferring him to
another division.

In either case, it is important to communicate clearly with XYZ about the situation and the reasons for
our decision. We should also work with the CEO to ensure that he understands the impact that XYZ's
behavior is having on the team dynamics and the importance of finding a solution that works for
everyone.

9: You are the sarpanch of a village. A packaged bottle manufacturing company approaches you for
setting up a plant in your village. The people of the village are heavily dependent on the ground water
supply for their daily needs as well as for the agricultural needs. So, there is a fear that enough water
may not be available for agriculture and daily needs if the plant comes up in the village. But, on the
contrary the plant will generate employment for the people and bring prosperity. Discuss the
situation and provide a solution to the problem.

As the sarpanch of the village, it is important to consider the interests of all stakeholders involved in this
situation. While the plant will generate employment and bring prosperity to the village, it is also
necessary to ensure that the plant does not have a negative impact on the availability of water for daily
and agricultural needs.

1. To resolve this situation, I would suggest the following steps:

2. Conduct an Environmental Impact Assessment (EIA): An EIA will help to identify the potential
environmental impacts of the plant on the water resources of the village. It will also provide insights
into the measures that can be taken to mitigate these impacts.

3. Engage with the company: Once the EIA report is available, the company should be engaged in
discussions regarding the impact of their plant on the village. It is important to clearly communicate
the concerns of the village and seek the company's commitment to implementing appropriate
measures to minimize the impact on water resources.

4. Identify alternative water sources: If the EIA report shows that the plant may impact the
ground water resources, then it is necessary to identify alternative sources of water for the village.
This may involve setting up rainwater harvesting systems, tapping into nearby rivers or lakes, or
exploring the possibility of water recycling.

5. Seek expert advice: It may be helpful to seek the advice of experts in the field of water
resource management, environmental engineering, and sustainability to guide the decision-making
process.

Ultimately, the decision to allow the plant to be set up in the village should be made after taking into
account the potential impact on the water resources of the village and the measures that can be taken
to mitigate this impact.

10: You are the MD of a company. A procurement manager comes to u with a complaint that the
works manager is asking you to make an unauthorized purchase. But the works manager has a very
good record and has brought in lot of benefits to the company. You trust him completely. Discuss the
situation and provide a solution to the problem.

As the MD of the company, it is important to address the complaint made by the procurement manager.
Even though the works manager has a good track record, it is important to investigate the matter and
find out if the purchase is actually unauthorized or not. It is also important to consider the possible
consequences of making an unauthorized purchase, such as legal or financial liabilities.

The solution to this situation could involve setting up a meeting with both the procurement manager
and the works manager to discuss the matter and come to a resolution. During the meeting, it is
important to carefully review the company's purchasing policies and ensure that they are being
followed. It may be necessary to provide additional training or clarification on the policies to prevent
similar situations from occurring in the future.

If it is found that the purchase is indeed unauthorized, the works manager must be made aware of the
consequences of his actions and steps must be taken to rectify the situation. This could involve canceling
the purchase and finding an alternative solution. In any case, it is important to prioritize following
company policies and procedures to ensure that the company's best interests are being served.

11: You are the CEO of a company. Your HR manager has to hire a works manager for the company.
There is one potential candidate who has got a very good track record and performed well for the
company he is working with. He can be really beneficial for your company. But then there is a news in
the market that he was involved in some illegal activities 10 years back. Discuss the situation on
whether you should hire him or not.

As the CEO of the company, I would initiate a thorough background check on the candidate to verify the
truthfulness of the news about his involvement in illegal activities. If the news turns out to be true, I
would evaluate the severity of the illegal activities, the candidate's level of involvement, and the time
elapsed since the incident.

If the incident was a minor one and the candidate's involvement was minimal, and he has demonstrated
good performance in his recent job, I would consider giving him a second chance. However, if the
incident was severe, and the candidate's involvement was significant, I would not hire him as it could
have a negative impact on the company's reputation and employee morale.

In either case, I would have a candid conversation with the candidate and discuss the incident with him.
I would ask him to explain his side of the story and understand if he has learned from his mistake and
taken corrective measures. Based on the conversation, I would make an informed decision and
communicate the same to the HR manager.

12: There are some leprosy challenged people but they are perfectly fine to work in an organization as
per their capability. Your organization wants to hire them as a good will gesture and as a part of CSR.
But then there is a fear that the workers of your company and other people may not support the idea
and it may create problems for the other workers. Discuss on the situation and come up with a
solution.

It is commendable that the organization wants to hire leprosy challenged people as a part of its CSR
initiative. However, it is important to address the concerns of the workers and other people who may
not support the idea.

Firstly, it is important to educate the workers and other stakeholders about leprosy and its treatment.
This can be done through workshops, awareness campaigns, and information sessions.

Secondly, the organization can set up a dedicated team to oversee the integration of leprosy challenged
people into the workforce. This team can work closely with the leprosy organization to ensure that the
workers are trained and equipped to handle any challenges that may arise.

Lastly, the organization can also incentivize the workers to support the initiative. This can be done by
offering rewards or recognition to those who demonstrate support and cooperation towards the
inclusion of leprosy challenged people.

By taking these steps, the organization can ensure that the hiring of leprosy challenged people is
successful and benefits both the organization and the community at large.

13: Your organization has a lot of employees because of which the fixed cost is very high. The union
leader is supportive as of now and has agreed to a proposal of not hiring any more people in the
company. But then he is asking to keep one of his cousins in the company who is not capable of
working in the organization. If you do not hire him the union leader may start creating problems for
you. Discuss on the situation and decide on whether you should hire him or not.

As the MD of the company, it is important to uphold the principles of meritocracy and avoid nepotism.
Hiring an unqualified person just to appease the union leader may set a bad precedent and demotivate
other employees who work hard to earn their positions.

Therefore, it is important to have an honest conversation with the union leader and explain that hiring
someone who is not qualified could potentially harm the company's productivity and reputation. It's
important to make it clear that the company cannot compromise its standards of hiring just to please
the union leader.

It's also important to have a transparent and fair recruitment process in place to ensure that all
potential candidates, including the cousin of the union leader, are evaluated based on their
qualifications and suitability for the job.

If the cousin of the union leader is not qualified, then the company should politely decline the request
and offer to help him find other job opportunities that are more suitable to his qualifications and skills.
It's important to maintain a good relationship with the union leader and work together to find solutions
that are fair and beneficial for both the company and its employees.

14: You are a beauty products manufacturing company. You have recently launched 2 creams in the
market and sold 50000 units to the consumers. Now you have received isolated complaints from 7
customers all from different regions. Discuss on the situation on how should your company move
further in this case.

As the head of the beauty products manufacturing company, the first step would be to investigate the
nature of the complaints and gather more information about the affected customers. We would need to
collect details about the regions where these complaints have come from, the nature of the complaints
and the specific issues faced by the customers.

Once we have a better understanding of the complaints, we should take prompt action to address them.
We should reach out to the affected customers and offer support to resolve their issues, such as
replacement of the product, refunds, or compensation. We should also make sure that we investigate
the root cause of the issue to prevent such incidents in the future.

Simultaneously, we should conduct an internal review of the manufacturing process, quality control
measures, and packaging procedures to identify any possible defects or lapses. If there are any issues,
we should take corrective action and improve our processes to avoid such issues in the future.

To assure our customers of our commitment to quality and safety, we should communicate
transparently with them through various channels, such as social media, email, or phone. We should
inform them about the steps we are taking to address the issue and ensure that they have a positive
experience with our brand.

Additionally, we should also review our product testing and validation processes to ensure that the
products meet the highest quality and safety standards before they are released to the market. This will
help us in avoiding any future incidents and maintaining customer trust and loyalty.

15: You live in a lakeside apartment facility. The local mafia has been filling up the lake to make more
apartments and there is a group of protesters who is against this landfilling. There have been cases of
intimidation and killings of the protesters. You have called in a meeting of the apartment owners to
discuss the situation.

As the situation involves potential danger to the residents of the lakeside apartment facility, it is
important to address the issue in a timely and effective manner. Here are some possible steps that can
be taken in the meeting with the apartment owners:

1. Acknowledge the seriousness of the situation: Start by acknowledging the gravity of the
situation and the potential risks involved. Explain the situation to the apartment owners and let
them know that their safety is the top priority.

2. Discuss the legal aspects: The landfilling of the lake may be illegal, and the local authorities may
be able to take action against the mafia. Discuss the legal options available with the apartment
owners and decide on a course of action.

3. Consider organizing a protest: If the authorities are not taking any action, consider organizing a
peaceful protest against the landfilling of the lake. Involve the residents of the apartments, as well
as other concerned citizens, to increase the impact of the protest.

4. Consider involving the media: Bringing media attention to the issue can increase the pressure
on the authorities to take action against the mafia. Consider contacting local news outlets and
sharing the story with them.

5. Increase security: Given the history of intimidation and violence against the protesters, it may
 be necessary to increase security measures in and around the apartment facility. Discuss security
options with the apartment owners and decide on a plan to ensure the safety of the residents.

6. Contact relevant NGOs: NGOs working for environmental causes may be able to provide
support in the form of legal aid or advocacy. Contact relevant NGOs and seek their support in
addressing the issue.

7. Explore the possibility of negotiating with the mafia: While negotiating with the mafia may not
be an ideal solution, it may be worth exploring if all other options have been exhausted. Consider
engaging a professional negotiator to handle the negotiations.

16: You are the MD of a mining company which employs 5000 people. The mine is not profitable and
you have to decide the future course of action. You can either sell the mine or have job cuts. Please
discuss with your team.

As the MD of the mining company, I would first gather my team to have a comprehensive discussion on
the current state of the mine, including its financial performance, workforce, production levels, and any
other relevant factors. Then, we would consider the following options:

1. Selling the mine: We would evaluate the potential buyers, the terms of the sale, and any
potential long-term implications for the company, employees, and local community.

2. Job cuts: If we decide to keep the mine, we would evaluate which areas of the company could
be downsized without significantly affecting production or quality of work. We would consider
various factors such as job roles, employee tenure, and potential retraining programs.

3. Other alternatives: We would also explore other alternatives such as diversifying the
company's operations or seeking government assistance.

Ultimately, the decision on the future course of action would be based on a careful consideration of all
the available options, as well as the potential impact on the company's financial health, workforce, and
the community at large.

17: You lead the Customer Service division of a Skin Care Product. The product has been very
successful with close to 50000 units sold. But there have been 7 isolated cases of complaints received
on using the product. Please discuss with your team about the course of action to be taken.

As the leader of the Customer Service division, we need to take immediate action to address the 7
complaints received about the product. Here are the steps we can take:

1. Investigate the complaints thoroughly: We need to investigate each complaint thoroughly to

understand the root cause of the problem. We should ask the customers to provide detailed
 information on the nature of the problem, the time and place of occurrence, and any other relevant
information.

2. Test the product: We should test the product to see if it meets the safety and quality
standards. We should test the product in a laboratory to determine if there are any defects or
contamination.

3. Communicate with customers: We need to communicate with the customers who have
complained about the product. We should acknowledge their complaints and keep them informed
about the steps we are taking to address the problem. We should also offer them a refund or a
replacement product if needed.

4. Review the manufacturing process: We need to review the manufacturing process to see if
there are any areas that need improvement. We should work with our production team to ensure
that the product is manufactured in accordance with the highest safety and quality standards.

5. Implement corrective actions: Once we have identified the root cause of the problem, we
should implement corrective actions to prevent the issue from recurring. We should also ensure that
our staff is trained to handle any complaints in the future.

By following these steps, we can address the complaints and ensure that our product meets the highest
safety and quality standards.

18: You are the MD of a company. You have a product manager who has been working for the past 10
years in the company and has been performing good. He has a capable junior who helped in turning
the division from a loss-making unit to profitable within 3 years of his joining. The product manager
has complained to you that the junior is not doing things in the best interest of the company. Please
discuss with your team how will you handle this situation.

Handling this situation requires careful consideration of various factors, including the perspectives of
both the product manager and the junior, the potential impact on the company's operations and
reputation, and the overall goals and values of the organization. Here are some steps that can be taken
to address this situation:

1. Listen to both sides: As the MD, it is important to hear out both the product manager and the
junior and understand their perspectives. This will help in gaining a better understanding of the
situation and identifying any underlying issues or concerns.

2. Evaluate performance: It is important to objectively evaluate the performance of both the

product manager and the junior based on their roles and responsibilities. This should include factors
such as their contributions to the company's growth and profitability, adherence to company
policies and values, and overall work ethics.

3. Investigate the claims: If the product manager has raised specific concerns about the junior's
actions, it is important to investigate these claims and gather any evidence to support them. This
 may involve speaking with other team members or reviewing project documents and records.

4. Provide feedback: Once a thorough evaluation has been conducted, provide feedback to both
the product manager and the junior regarding their performance and any areas for improvement. It
may be necessary to provide additional training or guidance to help them perform their roles more
effectively.

5. Take action: If the claims made by the product manager are found to be valid, appropriate
action should be taken to address the situation. This could involve counseling the junior,
implementing corrective measures, or taking disciplinary action as necessary.

Overall, it is important to handle this situation with fairness and objectivity, keeping in mind the best
interests of the company and its stakeholders.

19: You head the Sales and Marketing division of a Consumer Goods firm. The group has been doing
very good for the previous 2 years with double digit growth figures. But this year’s sales numbers are
same as last years with no signs of improvement. Additionally raw material prices are growing up and
competitors are providing discounts you are not able to match. Discuss with your team how to solve
this problem.

As the head of the Sales and Marketing division, I would first gather my team and discuss the current
situation with them. We would start by identifying the reasons for the stagnant sales figures and rising
raw material prices.

Once we have identified the problems, we would brainstorm solutions to address them. Here are some
possible solutions:

1. Analyze the market: We would review market research and assess the current trends in
consumer preferences and purchasing behavior. This will help us identify opportunities for new
product lines or marketing strategies that could help us stand out from competitors.

2. Review the pricing strategy: We would review our pricing strategy and determine if we can
adjust our prices without impacting the profitability of the company. We would also look at ways to
reduce the costs of our raw materials without compromising on quality.

3. Improve product differentiation: We would look at ways to differentiate our products from
competitors by adding more value or features that would appeal to our target market.

4. Increase marketing efforts: We would increase our marketing efforts to promote our products
more effectively to our target market. This could involve increasing our advertising spend or
launching new marketing campaigns.

5. Focus on customer service: We would focus on improving our customer service to enhance the
customer experience and build stronger relationships with our customers. This could include
 improving our response times to customer inquiries or providing better after-sales service.

Ultimately, we would need to work together as a team to come up with a comprehensive plan to
address the challenges facing the company. We would need to assess the feasibility of each solution,
prioritize them based on their potential impact, and then implement them in a coordinated and
strategic manner.

20: You are the MD of a manufacturing firm. Research has found that the manpower has high fixed
cost and decision has been taken to reduce people in phased manner without recruiting any new
people so that over a period of time the fixed cost will come down. The Union President has agreed
that he will go with the management diktat and not press for recruiting new people. But he has a
condition that his nephew be employed in the company. You have to discuss with your team as to
how to go ahead with the Union president’s request.

As the MD of the manufacturing firm, I would approach this situation by prioritizing the long-term
financial stability of the company while also considering the concerns of the Union President. It is
important to maintain good relations with the union to ensure smooth functioning of the organization.

Firstly, I would discuss the matter with the HR department and legal team to ensure that the
employment of the Union President's nephew does not violate any company policies or legal
regulations. If it is found that the nephew meets the necessary qualifications and requirements for the
position, and the employment would not cause any conflicts of interest or other issues, then the
company can consider hiring him.

However, it is important to make it clear to the Union President that the decision to employ his nephew
will be based solely on merit and not on his position as the union leader. I would communicate this
decision transparently with the rest of the employees and the union members to maintain transparency
and trust in the company's decision-making process.

Additionally, I would also work with the Union President to find other ways to support and engage the
employees, such as training and development programs, performance-based incentives, and employee
recognition programs, to boost their motivation and productivity.

Overall, it is important to balance the needs of the company and the concerns of the Union President,
while maintaining transparency and fairness in the decision-making process.

21: You are the Head of a Talent Management team. There are two conflicting issues that plague your
team. At the head level, people are reluctant to rotate their employees. As a result juniors don’t get
much exposure to take leadership roles in the future. On the other hand, a person who has more
experience is rewarded more and hence juniors don’t have enough motivation to work. Please discuss
how will you resolve the situation.
As the Head of Talent Management team, I would first analyze the situation to understand the root
causes of the two issues. Then, I would take the following steps to resolve them:

1. Introduce a rotation policy: To address the first issue, I would introduce a policy of rotating
employees across different departments and teams. This will help in providing employees with
diverse experiences, exposure to different functions, and opportunities to learn and develop new
skills. I would ensure that this rotation policy is communicated to all the stakeholders and is
implemented in a transparent manner.

2. Introduce a performance-based reward system: To address the second issue, I would introduce
a performance-based reward system. This will motivate the employees to work harder and perform
better, and the rewards will be based on their individual contributions to the organization, rather
than just their experience level. This will also encourage juniors to work harder and aim for
leadership positions.

3. Conduct training and development programs: To ensure that the employees are prepared for
leadership roles, I would conduct training and development programs that provide them with the
necessary skills and knowledge required to take on leadership positions. This will also help in
boosting their confidence and motivation.

4. Encourage open communication: I would encourage open communication between the seniors
and juniors to ensure that there is a healthy exchange of ideas and knowledge. This will also help in
building trust and respect between the employees and the management.

Overall, I would aim to create a culture of learning, growth, and development within the organization,
where every employee is given equal opportunities to succeed and excel.

22: You are running a manufacturing unit. You have been contacted by a Leprosy organisation that has
some cured leprosy patients it wants to employ in your unit. The organisation claims that the cured
people are completely safe to work with and there are no chances of the disease spreading to anyone
else. You have to discuss with the head of different departments whether you will accommodate the
organisation’s request and if yes how will you do so?

As the manager of the manufacturing unit, I would approach this situation in the following way:

1. Gather Information: Firstly, I would gather more information about the cured leprosy patients
and the organization that has contacted us. This would include understanding their medical
condition, the extent to which they have recovered, and the safety measures in place to ensure that
there is no risk of the disease spreading to others.

2. Discuss with department heads: I would then discuss the situation with the head of different
departments, including HR, production, and safety, to get their inputs on whether we should
accommodate the organization's request and how we can do so while ensuring the safety and
 well-being of all our employees.

3. Consult legal and medical experts: If required, I would consult legal and medical experts to
ensure that we are complying with all the relevant regulations and safety guidelines.

4. Educate employees: Once a decision is made to accommodate the organization's request, I

would educate all employees about the situation, the safety measures in place, and the importance
of treating all colleagues with dignity and respect.

5. Monitor the situation: I would monitor the situation closely to ensure that there are no adverse
impacts on our employees or operations, and make any necessary changes to our approach if
required.

Overall, my approach would be to gather information, consult with experts, and make a decision that
balances the well-being of our employees with our commitment to being a socially responsible
organization.

Sample Chairman GD Topics

1. You are the head of an NGO working with tribal community in a forest area. The tribal
community has been surviving through collection of Minor Forest Produce and shifting cultivation.
The Forest Officials object to the practice of shifting cultivation and argue that it results in
deforestation and ecological imbalance. They insist that the tribal community should give up shifting
cultivation. Whereas the tribal community feels they cannot give it up nor leave the forest as it is their
habitat. You are chairing a meeting with your staff to discuss and to resolve the issue.
As the head of the NGO, it is important to approach this situation with sensitivity and understanding of
both the tribal community and the Forest Officials' perspectives. During the meeting, I would first listen
to the opinions of my staff members and encourage an open discussion.
To address the concerns of the Forest Officials, we can propose alternative methods of agriculture that
are more sustainable and do not result in deforestation. We can also educate the tribal community on
the importance of preserving the forest and how their actions affect the ecosystem. In addition, we can
work with the Forest Officials to find a compromise that benefits both the community and the
environment.
At the same time, it is crucial to acknowledge the cultural and historical significance of shifting
cultivation to the tribal community. We can work with them to find ways to preserve their traditional
practices while also ensuring that they are sustainable and do not harm the forest.
Overall, the key is to find a balanced and sustainable solution that takes into account the needs and
concerns of both the tribal community and the Forest Officials, while also prioritizing the preservation of
the forest ecosystem.

2. You are the District Collector of a district where there is a new irrigation project planned that
would benefit farmers and agricultural workers in 10 villages. But this would also submerge two
villages completely, most of the habitants being small and marginal farmers and landless agricultural
workers. Government proposed a resettlement and rehabilitation policy in which houses will be
constructed for them with school and medical facilities about 50 km away. Cash compensation is also
proposed at the prevailing government rate, which is only one fourth of the actual market rate. The
villagers of the submerging villages are not prepared to leave the villages. You have called for a
meeting of the district staff to resolve the issue, which should be beneficial for all.
As the District Collector, it is important to approach this issue with sensitivity and empathy towards the
affected villagers. Here are some possible steps to take in the meeting:
Start by listening to the concerns of the villagers and their representatives. Understand their attachment
to their land, their livelihood, and their social and cultural ties to the community.
Explain the benefits of the irrigation project for the larger community and the long-term gains it would
bring for farmers and agricultural workers in the 10 villages. Provide data and projections that support
the project's potential to improve the agricultural output, increase incomes, and reduce poverty.
Discuss the resettlement and rehabilitation policy proposed by the government, highlighting its key
features and limitations. Acknowledge the concerns and grievances of the villagers regarding the
location, quality, and compensation offered in the policy. Explain the legal and administrative
procedures involved in the policy and the role of the government in implementing it.
Explore alternative options to the proposed policy that could address the concerns of the villagers while
still ensuring the success of the irrigation project. For instance, could the submerging villages be
relocated to a closer location that is still safe and habitable? Could the compensation rates be revised to
reflect the actual market rates and be supplemented with additional benefits, such as employment
opportunities or social security schemes?
Seek the input and suggestions of the district staff, including the revenue officers, the agriculture and
irrigation department officials, the social welfare and education officers, and the representatives of the
local panchayats and civil society organizations. Encourage them to come up with innovative and
inclusive solutions that would balance the interests of the project, the government, and the villagers.
Finally, assure the villagers that their voices will be heard and their rights will be protected throughout
the process. Emphasize the importance of transparency, accountability, and participatory
decision-making in resolving the issue. Ensure that the meeting concludes with a clear plan of action, a
timeline, and a mechanism for monitoring and evaluation.

3. There is a minor irrigation tank in the village where you are the panchayat president. There
are multiple users of the tank such as farmers who have irrigation under the tank, farmers whose bore
wells get recharged by the tank, fisher folk, livestock rearers, farmers who cultivate the tank bed, etc.
The tank requires some urgent repairs and the funds made available by the Government are meagre.
You have to mobilize the funds for the repairs and holding the meeting with the users who also have
conflicts in the use of the resource. The challenge before you is to convince the different users and
mobilize the resources for repairs in cash, kind or labour. You are holding a gram Sabha to discuss the
same.
As the panchayat president, I would start the gram Sabha meeting by explaining the importance of the
minor irrigation tank and its multiple users. I would also highlight the urgent need for repairs and the
insufficient government funds available for the same.
Next, I would invite all the users of the tank to express their concerns and suggestions for mobilizing the
funds for repairs. I would encourage an open and respectful discussion among all users to identify the
most viable solution.
To mobilize funds, we could explore the option of requesting contributions from all users of the tank in
cash, kind, or labour. For example, farmers who have irrigation under the tank could contribute a
portion of their produce, while livestock rearers could offer to provide labor for the repairs. Fishermen
could donate a portion of their catch, and farmers who cultivate the tank bed could donate a percentage
of their harvest.
We could also consider applying for funding from government schemes or reaching out to
non-governmental organizations for assistance.
Once the funding is mobilized, we could set up a committee comprising representatives from all user
groups to oversee the repairs and ensure that the tank is well-maintained in the future.
Overall, the key to resolving this issue would be to foster open communication, mutual understanding,
and a shared commitment to preserving and utilizing the tank in a sustainable manner.

4. You are the District Collector of a district in which a road project has been commissioned to
join 4 villages. However, the project cannot be completed because a key bridge is needed and the MP,
who can sanction the money needed from his MPLADS, is holding up the sanction. Some say, the MP
is delaying because the villages voted for his opponent. Others say that the MP will agree if the Dist
Collector makes a direct request, but this will imply favours in return. You have called your officials to
discuss the situation as to what to do.

As the District Collector, I would approach this situation with the following steps:

1. Verify the facts: Before taking any action, I would ensure that the information provided
about the MP's reasons for holding up the sanction is accurate. I would also investigate whether there
are any other issues or factors contributing to the delay.

2. Prioritize the project: If the road project is critical for the development and connectivity of
the four villages, I would prioritize it and work towards finding a solution.

3. Engage with the MP: I would try to engage with the MP and explain the importance of the
road project for the development of the region. I would request him to sanction the necessary funds
from his MPLADS without any political biases and assure him that the project would be implemented
transparently.

4. Maintain transparency: It is important to maintain transparency in the process of

implementing the road project. I would ensure that all the funds are utilized properly and accounted for.
I would also keep the villagers and other stakeholders informed about the progress of the project.

5. Seek alternatives: If the MP is unwilling to sanction the funds, I would explore alternative
sources of funding such as state government schemes, loans from financial institutions, or public-private
partnerships.
Overall, my focus would be on finding a solution that benefits the people of the four villages without
compromising on transparency and ethical practices.
5. You are the District Collector of a district where a road project is planned. The women in one
of the villages on the planned route oppose the route and have asked for an alternate route.
However, this is not acceptable to the local influential farmers as the road cuts through their field and
your own officials opposed it because they thought the land acquisition would be expensive. You
later found that the women opposed the route since they used the area for open defecation and the
traffic would affect their privacy. You have called for a meeting of your officials to discuss the case.
As the District Collector, it is important to address the concerns of all stakeholders involved in the road
project. In this case, the women in the village have expressed their opposition to the planned route,
citing concerns about privacy and open defecation. It is important to acknowledge their concerns and
explore alternatives.
During the meeting with my officials, I would propose the following course of action:
1. Engage with the women in the village: It is important to understand the concerns of the women in the
village and explore alternative routes that do not compromise their privacy or their daily routine. We
should engage with them in a dialogue and explore alternative routes that meet their requirements.
2. Conduct a feasibility study: It is important to conduct a feasibility study to assess the viability of
alternative routes and their impact on the local community, environment and economy. This study
should be conducted in consultation with all stakeholders, including the local influential farmers.
3. Explore compensation for affected farmers: If the alternate route cuts through the fields of local
influential farmers, we should explore options for compensating them for their losses. This could include
monetary compensation, alternate land or other incentives.
4. Evaluate the cost-effectiveness of the alternate route: While it is important to address the concerns of
the women in the village, it is also important to evaluate the cost-effectiveness of the alternate route.
We should explore ways to minimize the land acquisition costs and the overall cost of the project.
5. Consult with experts: It may be helpful to consult with experts in the field, such as engineers or urban
planners, to evaluate the feasibility of the alternate route and its impact on the local environment and
economy.
Overall, my approach would be to listen to the concerns of all stakeholders, explore alternatives,
conduct a feasibility study and evaluate the cost-effectiveness of the project. By doing so, we can arrive
at a solution that meets the needs of all stakeholders and benefits the community as a whole.

6. You are the Manager of a rural bank tasked to help the local industry develop. Your area has
several carpenters who service several villages. You have given a loan to two of the carpenters to buy
power hand tools. Their business has flourished and they are paying back the loan. However, you
have received information that the other carpenters, who your bank had ruled unsatisfactory and as
loan risks, are in dire straits and are on the verge of ruin. They have appealed to your regional office
and your RO has asked you to review the case. You have called a meeting of your staff to discuss this.
Okay. To start with, we need to gather more information about the carpenters who are struggling. We
should know why they were ruled as unsatisfactory and as loan risks. It is important to evaluate their
current financial position and their ability to repay the loan. We should also know if they have taken any
steps to improve their business.
Once we have all the necessary information, we can discuss the available options to help them. One
possible option is to provide them with some financial assistance to improve their business. We can also
offer them some training or guidance on how to manage their finances better and how to expand their
business. Another option could be to provide them with some new tools or equipment that can help
them increase their productivity.
At the same time, we need to ensure that we are not putting the bank's resources at risk. We need to
evaluate the risks involved in providing financial assistance to these carpenters and make sure that it is a
viable option for the bank.
In summary, our approach should be to gather more information, evaluate the risks and benefits of
different options, and then make a decision that is in the best interest of both the carpenters and the
bank.

7. You are the Managing Director of a state corporation offering an energy efficient stove,
sourced by you from abroad. You conducted a market survey, and the results are mixed. The women
like the fact that the stove is energy efficient and smokeless but say that the stove has a narrow
opening and the rotis get cooked only in the center. But R &D people say that any change will reduce
its efficiency. Another reason as also because of its elongated shape, they are presently unwilling to
buy the stove. You have called your Heads of Departments to discuss the issue.
As the Managing Director of the state corporation offering an energy-efficient stove, I have called a
meeting with the Heads of Departments to discuss the issues that have arisen in the market survey. I
understand that the stove has received mixed reviews from customers, with some appreciating its
energy efficiency and smokeless feature, while others have raised concerns about the narrow opening
and elongated shape affecting the cooking of rotis.
Our R&D team has informed us that making changes to the stove may reduce its efficiency, and we need
to take this into consideration before making any modifications. However, we cannot ignore the
feedback received from our customers, especially if it affects their willingness to buy the product.
Therefore, I suggest we take a two-pronged approach to address this issue. Firstly, we can conduct
further research and development to see if we can make any minor modifications that will not affect the
stove's efficiency but will address the concerns raised by our customers. We can also explore the
possibility of offering different variants of the stove to cater to different cooking needs.
Secondly, we need to educate our potential customers about the benefits of the stove, particularly its
energy efficiency and smokeless feature. We can conduct demonstrations and provide training on how
to use the stove effectively, including tips on cooking different dishes.
By taking these measures, we can address the concerns raised by our customers and promote the
benefits of our energy-efficient stove, leading to increased sales and a more satisfied customer base.

8. You are the Sarpanch of a village. The government is making available a certain amount of
funds for your village which may be utilized for any one important project decided upon by the
Panchayat. There are number of pressing issues like building toilets for the use of the women in the
village, building a community hall, clean and safe drinking water provisions, electrification of village
and construction of one school for primary children. You decided to call for a meeting of Panchayat to
discuss this issue.
As the Sarpanch of the village, I would call for a meeting of the Panchayat to discuss the utilization of the
government funds for the village. I would begin by informing the members about the funds available
and the need to prioritize one important project for the village.
I would then ask the members to put forth their suggestions and opinions on which project should be
given priority. I would encourage everyone to share their thoughts openly and listen carefully to each
suggestion.
Once all the suggestions are put forth, we would then discuss the pros and cons of each suggestion and
evaluate which project would have the most significant impact on the community. We would consider
factors such as the number of people that would benefit from the project, the urgency of the need, and
the long-term benefits.
After careful consideration and discussion, we would then take a vote to decide which project to
prioritize. Once the decision is made, we would create a plan of action, assign responsibilities, and set a
timeline for the project's implementation.
In conclusion, I would ensure that the decision-making process is transparent and inclusive, taking into
account the opinions and suggestions of all Panchayat members. By prioritizing a project that benefits
the entire community, we can ensure that the government funds are utilized effectively to bring positive
change to the village.

9. As an MD of a car manufacturing company, you find out as an outcome of internal

research that the fixed costs in the company are too high especially in manpower. The managers
have reached a consensus that firm has to reduce its manpower in step-by-step manner and has to
stop recruitment for the while. The Union of workers protests with the Union leader at the helm
of the charge. The protest takes a violent form. You call a meeting with the Union leader in
private. He expresses a unique demand of employing few of his relatives in exchange for ceasing
the protest and letting the company function. Discuss within the upper management how would you
respond to Union leader's requests.
As the MD of the company, I would not be able to fulfill the Union leader's demand of employing his
relatives in exchange for stopping the protest and letting the company function. This would set a
precedent for other Union leaders to make similar demands and would compromise the integrity and
fairness of the company's hiring process.
Instead, I would try to address the concerns of the Union leader and the workers. I would explain to
them the reasons for the company's decision to reduce manpower and the need to control fixed costs. I
would also propose alternative solutions to reduce manpower such as offering voluntary retirement
schemes or retraining programs for workers in other areas where the company is expanding.
I would also assure the Union leader and the workers that the company is committed to fair labor
practices and that the company's decision is not a reflection of the value or contribution of the workers.
I would emphasize that the company needs to take measures to ensure its long-term sustainability and
growth, which would ultimately benefit all stakeholders including the workers.
Overall, my response would prioritize fairness, transparency, and long-term sustainability of the
company while addressing the concerns of the Union leader and the workers.

10. You are the product manager of the fairness cream division of a reputed company. Your product
is very popular with millions of units sold per year. Recently it has come to your attention
through research of some external agencies that your product not only is ineffective in delivering
fairness but in rare cases (1 in 10,000) may trigger skin cancer. Please discuss with your team how
would handle such a situation given that you have a huge inventory of the product to meet this year’s
requirement and discarding it would result in losses and may even cause you to shed many jobs.
As the product manager, we must prioritize the health and safety of our consumers over profits and job
security. Our first step would be to verify the research conducted by external agencies and conduct our
own investigation. If the research findings are true, we must immediately stop the production and recall
all existing inventory of the product. We can offer refunds or exchanges to our customers to ensure
their satisfaction and safety.
Next, we must inform our customers and the public about the potential health risks associated with our
product. We can issue a public statement acknowledging the issue and offering our customers solutions.
It's important to be transparent and honest about the situation to maintain the trust of our customers
and stakeholders.
We must also take responsibility for the issue and make efforts to rectify it. This may involve investing in
research and development to create a safer and more effective product. We can also offer support to
those affected by the health risks associated with our product, such as offering medical assistance or
compensation.
In terms of the impact on jobs, we can explore alternative job opportunities for those affected by the
recall, such as retraining programs or offering positions in other areas of the company. We must
prioritize the safety and well-being of our customers and employees while also being responsible to our
shareholders.

11. You are the Owner/ chairman of a company that employees 20,000 people. The
company was active with the license it had for extracting raw materials from the natural
resources. Recently you have lost the bid to such a license to another company during a
government bidding. You do not have resources to carry all this manpower on your standing
assets. Discuss with your team whether you should sell the entire company or do some jobs
cuts. What factors would you base your decisions on in both cases?
As the owner/chairman of the company, it is important to consider various factors before making a
decision on whether to sell the entire company or to do job cuts. Here are some factors that should be
taken into account:
1. Financial viability: One of the primary factors to consider is the financial viability of the company.
If the company is in a stable financial position and can sustain the cost of retaining the current
workforce, then job cuts may not be necessary. However, if the financial situation is precarious, then it
may be necessary to consider job cuts.
2. Employee morale: Job cuts can have a significant impact on employee morale, and it is important
to consider this factor. If the morale of the workforce is low, it can negatively impact productivity and
quality of work. If possible, exploring alternative options such as reduced work hours or pay cuts may be
considered to avoid job cuts.
3. Industry trends: It is important to consider the industry trends and forecast the future of the
industry. If the industry is declining, it may be wise to sell the company and exit the market. However, if
there are opportunities for growth, then retaining the workforce may be a better option.
4. Legal implications: There may be legal implications of both selling the company and doing job
cuts. It is important to consider these implications and ensure that the decision made is legally sound.
5. Reputation: The reputation of the company can also be impacted by the decision to sell the
company or do job cuts. It is important to consider the impact on stakeholders such as customers,
suppliers, and the community.
6. Employee skills and expertise: It is important to evaluate the skills and expertise of the
employees before making any decision. If the employees possess valuable skills and expertise that are
difficult to replace, it may be more prudent to retain them.
Ultimately, the decision to sell the entire company or do job cuts should be based on a careful
evaluation of all the relevant factors. The team should carefully consider each factor and make a
decision that is in the best interest of the company and its employees.

12. You are the MD/CEO of a big corporation. You have two very successful products which have
been the turning point in your company's fortune. The two products are led by two
very different managers who are known to not get along. Manager of product A is a reserved guy
who is known to be simple and sincere in his outlook. Manager of product B is an outspoken
person who is very popular throughout the company across all its divisions, he is also seen as
the future leader of the company. You receive a complaint from Manager B regarding some practices of
Manager A which are not aligned with the value system of the company. Please discuss how
would you go about the situation.
As the CEO of the company, it is important to address the complaint in a fair and objective manner. I
would first gather all the necessary information about the complaint from both managers and
investigate the matter thoroughly to ensure that I have a complete understanding of the situation. It is
important to remain neutral and unbiased throughout the process.
After gathering all the necessary information, I would sit down with both managers and have an open
and honest discussion about the issue. I would ask Manager B to provide evidence and specific examples
of the practices that he believes are not aligned with the company's values. Similarly, I would ask
Manager A to provide his perspective and any relevant information to help me make an informed
decision.
Based on the information gathered, I would then decide on the appropriate course of action. If the
practices of Manager A are indeed not aligned with the company's values, then I would work with him to
find ways to correct the issue and ensure that he adheres to the company's values. On the other hand, if
the complaint is unfounded or exaggerated, I would discuss the matter with Manager B and make it
clear that any such complaints must be backed by solid evidence and investigated thoroughly before
being brought to my attention.
In any case, it is important to maintain a professional and respectful tone throughout the discussion, and
ensure that both managers understand that the ultimate goal is to ensure the success and growth of the
company

13. You are the team lead of a big sales team of a leading educational brand. You are on the brink
of massive deal closure, with a chain of schools, which benefits the company, the team, and
yourself. Now, you are being contacted by one of the trustees of the school, who has asked for an
inducement in return for a guaranteed deal. Being a Trustee, he has a s i g n i f i c a n t s a y i n t h e
m at t e r s o f s c h o o l a d m i n i s t r at i o n . D i s c u s s w i t h y o u r t e a m regarding a solution.
As a team lead, it is important to have an open and honest discussion with your team about the
situation. It is crucial to ensure that everyone in the team is on the same page and agrees on the next
steps.
Firstly, it is important to recognize that offering inducements in return for guaranteed deals is unethical
and against the company's policies. It may also be illegal and could lead to severe consequences for the
company and individuals involved.
The team should discuss various options available to handle the situation. One possible solution is to
approach the trustee and politely decline the request for an inducement. It can be emphasized that the
company operates with integrity and fairness, and does not engage in such practices. The team can also
explain the benefits of the deal for the schools and the community, highlighting that the company's
reputation is based on the quality of its products and services, and not on any unethical practices.
Another option is to report the trustee's request to the appropriate authorities within the company,
such as the legal or compliance department. The company can investigate the matter and take
appropriate action to prevent such incidents in the future.
It is essential to ensure that the team remains professional and ethical throughout the process. The
team should avoid any confrontational or aggressive behavior, as this could harm the company's
reputation and jeopardize the deal. It is important to keep the company's values and reputation intact,
and to focus on securing the deal through ethical and legal means.

14. You are the Managing Director of a company which is the market leader in the manufacturing
of a product. You have been approached by an NGO to employ differently abled individuals in the
company. They are employable and have proved their capability. But an apprehension prevails that
the employees at the company may not welcome the idea and think that it may hamper
productivity. Discuss the prospects of the situation with your management team.
As the Managing Director of the company, I believe that we have a social responsibility to employ
individuals who are differently-abled and have the skills and capabilities to perform the job. However, I
understand that there may be apprehensions from the current employees in the company regarding this
decision.
Firstly, I would like to discuss the benefits of employing differently-abled individuals with the
management team. Not only will it create a positive impact on the society, but it will also bring diversity
and inclusivity in the workplace. Moreover, it will also open up new opportunities for the company to
tap into new markets and customers who prioritize social responsibility.
Secondly, I would address the concerns of the current employees in the company. It is important to
communicate with the employees and assure them that the differently-abled individuals will be trained
and supported to ensure they can perform their duties efficiently. Additionally, it is important to provide
a conducive work environment and make necessary adjustments to ensure their comfort and
productivity.
Lastly, we can introduce an incentive program for the employees who train and work alongside the
differently-abled individuals, to motivate them and create a positive work culture.
In conclusion, while there may be some challenges in implementing the employment of differently-abled
individuals, the benefits and positive impact it will create in the society and the workplace far outweigh
any concerns.

15. You are the Marketing VP of an FMCG company. Recently, the marketing team of
the company’s detergent brand had launched a marketing campaign that has garnered huge
controversy. People of two different communities/religious groups have claimed the
advertisements have insulted their practices and hurt their sentiments. They have called for
immediately revoking the advertisements and the complete boycott of the company. The
marketing head of detergent claims proper examination was done to ensure it does not insult any
community. Still, the public perception was manipulated by certain sections for their vested
interests. You have called a meeting with the marketing team of the detergent brand to
understand what went wrong and ponder upon the next steps.

As the Marketing VP, it is important to address the issue of the controversial marketing campaign for the
detergent brand. Here are some steps that can be taken during the meeting with the marketing team:

1. Listen to the concerns and perspectives of the team members regarding the controversy.
Encourage them to share any insights they may have on how the advertisement may have offended
certain groups and why.

2. Review the marketing campaign and assess if there were any blind spots or biases that were
missed during the creation and implementation of the campaign. It is important to acknowledge that
sometimes, despite best efforts, mistakes can be made and it is essential to learn from them.

3. Discuss the impact of the controversy on the brand's reputation and the public perception of the
company. Evaluate the potential financial and reputational consequences of continuing with the
campaign versus retracting it.

4. Brainstorm ideas on how to address the issue with the community and the public. This could
include releasing a statement that acknowledges the concerns raised, apologizes for any offense caused,
and explains the brand's values and commitment to diversity and inclusivity.

5. Finally, develop a plan to prevent similar incidents from happening in the future. This may involve
reviewing the marketing approval process, conducting more thorough research, and increasing diversity
and representation within the marketing team.

Overall, the key is to approach the issue with empathy and a commitment to listening and learning from
the feedback of different groups. The goal should be to address the concerns raised, preserve the
brand's reputation, and prevent similar incidents from happening in the future.