Reference No: QM0158Pages: 2 Published on: 1, January, 1980
Abstract: Considers the problem of annual production planning for a handloom development corporation. Despite having a large number of products, formulation leads to a knapsack problem that can be solved easily without a computer and has intuitive appeal. ... More
Reference No: F&A0339(A)Pages: 46Published on: 1, January, 1980
Abstract: Analyses, interprets and illustrates many aspects of the concepts and practices of financial management. The case facilitates discussion of: 1) conversion of a private limited company into a public limited company; 2) public issue; 3) stock exchange listing; 4) cost of capital; 5) capital expenditure planning; 6) capital structure planning; 7) analysis of business and financial risks ... More
Reference No: OB0114Pages: 10 Published on: 1, January, 1980
Abstract: Dr Shekhar joins Navjivan Enterprises as a Behavioural Scientist in the Personnel Department, and, within a month of joining, resigns and leaves the organization. The factors responsible for his resignation are examined through a series of interviews with Dr Shekhar, and a few others associated with his work. The case ... More
Reference No: CMA0531Pages: 16Published on: 1, January, 1980
Abstract: Gujarat State Marketing Federation came into existence in 1975 as an apex of six regional federations. Though the regional federations saw the immediate benefit for organizing the apex, they soon found that the apex was competing with the members in many areas. The Chief Executive of the Apex Federation introduced a ... More
Reference No: F&A0341Pages: 3 Published on: 1, January, 1980
Abstract: Raises the issue of the impact on production when an item is repeatedly produced because of the increasing efficiency of workers due to learning (or experience). ... More
Reference No: OB0112Pages: 3 Published on: 1, January, 1980
Abstract: Managers with ideas are likely to emerge successful if they have patience and perseverance. This case demonstrates how a young manager is able to get his ideas across with patience. A new system of payrolls suggested by him is resisted in the beginning. When he pursues it patiently he succeeds ... More
Reference No: CMA0526Pages: 13Published on: 1, January, 1980
Abstract: Outlines a state government's attempt to obtain refinance for continuation of a development scheme. The role of AFC as consulting organization has been discussed in the case. ... More
Reference No: PROD0167Pages: 2 Published on: 1, January, 1980
Abstract: This case deals with the production scheduling of multiple products using a single facility for production. Production rates are assumed to be very high compared to consumption rates. There is a major setup cost for the family of products scheduled and minor set up cost for individual products. The concept ... More
Reference No: MAR0261(A)Pages: 12Published on: 1, January, 1980
Abstract: Relates to strategic issues of continuing in the business, and evolving an appropriate marketing strategy for promoting product design services offered. Issues raised relate to diagnosing critical problems requiring resolution, identifying needed information, and designing appropriate research studies and instruments for data collection. Four different studies were designed: 1) of users ... More
Reference No: F&A0339(D)Pages: 32 Published on: 1, January, 1980
Abstract: Analyses, interprets and illustrates many aspects of the concepts and practices of financial management. The case facilitates discussion of: 1) conversion of a private limited company into a public limited company; 2) public issue; 3) stock exchange listing; 4) cost of capital; 5) capital expenditure planning; 6) capital structure planning; 7) analysis of business and financial risks ... More
Reference No: OB0110Pages: 2Published on: 1, January, 1980
Abstract: Sometimes the formal behaviour of status?conscious bosses can have a high impact on the motivation of employees. An incident described here illustrates such insensitivity on the part of a boss to the needs of the subordinate and over sensitiveness to his own status and status symbols. Unknowingly, the boss ... More
