Reference No: BP0092(A)Pages: 8Published on: 1, January, 1976
Abstract: Describes the pressures from labour and political leaders on the government to take over a closed vanaspati unit under the Industries Act. Should it take over? What are the costs and benefits and the administrative implications of each alternative? ... More
Reference No: MAR0169Pages: 23Published on: 1, January, 1976
Abstract: There had been a great deal of similarity in the advertising for transistor radios. Early in 1972, the agency for Phillips wanted to break new ground in campaigning. But the company managers asked if a distinctive treatment would make sense to the less sophisticated target consumers in semi urban markets. Besides ... More
Reference No: BP0081(B)Pages: 15Published on: 1, January, 1976
Abstract: This case follow upon the Punjab National Bank (AR) (BP0081) case, describing the changes that were introduced by Mr Prakash Tandon, Chairman and Managing Director of Punjab National Bank, in organization, budgeting, personnel, culture, public relations and publicity, and performance. The case sets the stage for an evaluation of the ... More
Reference No: F&A0263(G)Pages: 11Published on: 1, January, 1976
Abstract: The planning manager wonders how effective the budgetary control and performance-reporting system has been in terms of its original objectives. Operational and managerial issues relating to environmental scanning, target setting, potential identification, etc., and an inadequate effort on the part of head office officials to guide their branch managers in ... More
Reference No: CMA0407Pages: 7Published on: 14, October, 1976
Abstract: Discusses the potential for agriculture development in a north-eastern state. The objectives of this development as envisaged by senior officials of the state are presented along with data on past performance. The central question posed pertains to the feasibility of the objectives in view of the performance and administrative strategies ... More
Reference No: MAR0161Pages: 8 Published on: 1, January, 1977
Abstract: A large multidivision, multinational company based in Chicago forms a new Product Analysis Group. This group is to screen new product proposals emanating from various divisions. A complex set of criteria has to be satisfied. ... More
Reference No: BP0106Pages: 16Published on: 1, January, 1977
Abstract: Focuses on: How does one evaluate a given strategy? How does an organization exploit different opportunities? What are the abilities of the organization to take risks? What are the critical areas in a given situation and how do these affect corporate performance? ... More
Reference No: PSG0021Pages: 4 Published on: 1, January, 1977
Abstract: The case discusses the preparations needed by a branch of the FPAI to start a mobile education-cum-service unit (MESU). The officials would need a plan to get the project started, hire and train staff, select the area, and so on. Where should it begin? ... More
Reference No: BP0087(B)Pages: 15Published on: 1, January, 1977
Abstract: This is a complementary case to the SAIL (A) case. While the (A) case describes the organization structure and systems of the holding company, (B) case describes the concerns of Parliament. (B) case can either be used along with the (A) case or in a separate session after the (A) ... More
Reference No: F&A0312(B)Pages: 3Published on: 1, January, 1977
Abstract: Gives additional information on losses to correct the accounting treatment followed in Case (A), where losses are ignored. Introduces the concepts of standard loss, abnormal loss, and abnormal gain. Excludes treatment of opening work-in-process. ... More
Reference No: OB0044Pages: 3Published on: 1, January, 1977
Abstract: The case describes the leadership and behavioural style of the owner?manager of a medium?sized but growing company. Some background information on him is given to attempt a psychological interpretation of his behaviour. A few alternative models can be tried for this interpretation. ... More
Reference No: BP0101Pages: 7Published on: 1, January, 1977
Abstract: The case traces the 16 year career of a management trainee who rises to a senior management position. A shift of accent in corporate strategy, changes in organization structuring, and the incapacity of Ulaganath Madan to adapt to the changing needs further aggravated by obsolescence leads to the conclusion that he ... More
