Q:1: Aradhana and Gandharv are heads of two different departments in 'Yumco
Ltd'. They are efficient managers and are able to motivate the employee of their
respective department to improve performance.
However, their drive to excel in their own sphere of activity instead of giving
emphasis on objective of the enterprise had hindered the interaction between the
departments that Aradhana and Gandharv are heading. Of then there are
interdepartmental conflicts and they have become incompatible. This has proved
to be harmful in the fulfillment of the organizational objective. The situation has
deteriorated to such an extent that the CEO of 'Yumco Ltd' has hired a consultant
Rashmi to resolve the problem.
After studying the situation closely, Rashmi found that the problem arisen due to
inflexibility and a narrow perspective on the part of both Aradhana and Gandharv.
She is of the view that this situation is a result of the type of organizational
structure 'Yumco Ltd.' has adopted.
From the above information identify the organizational structure adopted
by 'Yumco', and state any three advantage of the structure so identified.
Q:2: Sharda Ltd. is pursuing diversified activities which require a high degree of
specialization. Identify the type of structure that should be followed by Sharda
Ltd.
Q:2: Ramdas, aged 49 is working in an aviation company. He is the senior most
employee in his division. He is even senior to the division manager, Kanaputti.
Ramdas is considered one of the most committed, capable and hard-working
employees. As a result of his abilities and seniority, he generally received the
work assignments of his choice. Although there was no formal designation of
various special projects assigned to Ramdas, he handled them as a matter of
routine.
A problem developed when an able and intelligent person Nagarjuna, aged 33,
was appointed by Kanaputti. Nagarjun's previous three years' experience in the
closely related work, made it possible for him to catch on to the routine work of
his new job more rapidly than was customary for a new employee. On several
occasions, Kanaputti noticed the tension developing between the two employees.
However, he didn't want to get involved in their personal issues as long as the
work was completed effectively and efficiently by them.
One day, the tension between them reached the boiling point and Ramdas
complained to Kanaputti stating that his duties were being largely taken over by
Nagarjun. Kanaputti issued the order stating the clear allocation of the jobs and
related duties between the two. He further clarified the working relationship
between them by specifying who was to report to whom. This helped in reducing
the workload, enhancing productivity and removing ambiguity.
(a) Identify and state the step of organizing process which has not been
carried out properly and contributed to this problem.
(b) State the two steps of the organizing process which have been taken
by Kanaputti to respond to the complaint of Ramdas.
(c) Also state two points of importance of organizing as reflected in the
above case.
Q:3: Kiran Industries is a company dealing in office furniture. The company chose
to diversify its operations to improve its growth potential and increase market
share.
As the project was important, many alternatives were generated for the purpose
and were thoroughly discussed amongst the members of the organisation. After
evaluating the various alternatives, Sukhvinder, the Managing Director of the
company, decided that they should add 'Home
Interiors and Furnishings' as a new line of business activity.
(a)Name the framework, which the diversified organisation should adopt,
to enable it to cope with the emerging complexity? Give one reason in support
of your answer.
(b) State any two limitations of this framework
Q4. Ravi runs a locks manufacturing factory. He manufactures locks used in
houses. He wants to expand his business. For this, he wants to enter into the
manufacturing of locks for cars and motorcycles.
Which type of organisational structure will he choose for his factory and why?
Q5. Voltage fluctuations have been common and quite high in India. They barm
our electrical appliances like televisions, refrigerators and air conditioners, often
leaving them in a permanently damaged condition. N-Guard Company decided to
manufacture stabilizers for North India where the voltage Quactuation ranges
from 220 V to 230 V. Once the demand for North India was taken care of, they
decided to launch stabilizers of varying voltages from 90 V-260 V for meeting the
requirements of voltage fluctutations in other regions of India also. The engineers
were appointed for South, West and East regions of India, as the voltage was
different in all the three regions. Through all the engineers were appointed to
manufacture stabilizers but the product differed from region to region. (a) Identify
the organisation structure of N-Guard Company.
(c) State any two advantages and two limitations of the structrue identified in
the above para.
