Business Communication

130  /  Business Communication
■ ■ ■
■ ■ ■
■ ■ ■
■ ■ ■
■ ■ ■
employees. You apprehend that if this state of affairs continues, you will not be able to introduce any
change in your department because of resistance by the operative employees.
You have also noticed that Laxman does not pay any attention to you. The employees in your
department consider Laxman as ‘Mr. Climber’.
Questions
1.
What do you think is the motivation behind Laxman’s behaviour?
2.
Should the deputy production manager continue socialization with Laxman?
3.
If you were the production manager, what action would you take in this situation?
(Delhi, MBA, June 2005)
CASE STUDY 2
Rajan, an accountant, is a reliable employee of Paragon Plastics Ltd. Rajan can, always be counted on
to get his work done accurately and on time. He is punctual, works steadily and gets along well with
other people. He has been his current position of accounting specialist for the last seven years, but the
fact that he has not been promoted recently is of great concern to him. The pay is good, his supervisor
is fair and not overly demanding, his work area is well-equipped, he likes the people he works with,
and the Company treats its employees well. Nevertheless, he looks forward to 5 p.m.! He is active
outside the office especially with hobbies and recreational pursuits. He is a member of the company
hockey and basketball teams, is a Boy Scout leader and dabbles in oil-painting. During the income-tax
season, he enjoys helping friends to complete their income tax returns.
Questions
1.
Which of the needs in Maslow’s Hierarchy seem to be most important to Rajan?
2.
Is job satisfaction important to Rajan?
3.
How do their superiors take advantages from Rajan?
(Pune, MBA, May, 2005)
CASE STUDY 3
Mr. Rishi Daswani was the manager of the Sangam Leather Factory, Kanpur. In one of his vacations,
he undertook a short course in management and public relations, in one of the third rate commercial
institutions, that have mushroomed in Noida. It then dawned upon him, that all these years he had
been doing the wrong thing, by dealing only with the section heads under him.
On his return to the factory, he was a new Rishi he began having lunch in the Workers’ mess, he
even smoked beedi with them and exchanged a few smutty jokes. Over a cup of tea, he told them a story
of his life and many spicy episodes about the lives of the directors all in the interest of better public
relations. He even joined them once, in ragging a foreman, who wore an old-fashioned coat and topi.
Trouble started a few days later. There were thefts in the factory and absenteeism had increased.
Further there were four incidents of workers refusing to carry out the orders of their supervisors and
three workers were found in a drunken state on the plant.

---

■ ■ ■
■ ■ ■
■ ■ ■
■ ■ ■
■ ■ ■