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Search results for 'Management AND OR ('

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  1. On Having a Computer (A)

    Authors: Sheth, N R;

    Reference No: P&IR0055(A) Pages: 12 Published on: 1, January, 1974

    Abstract: Describes the process of computerization and its organizational implications in an industrial undertaking. In Part A, the management's decision to install a computer and its acceptance at various managerial levels are brought out in a historical perspective. Part B describes the effects of computerization on industrial relations in the organization. ... More

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  2. Industrial Relations: Old and New (D)

    Authors: Sheth, N R; Dixit, L M;

    Reference No: P&IR0038(D) Pages: 7 Published on: 1, January, 1972

    Abstract: This part describes the management's efforts to stabilize industrial relations in the organization by streamlining the procedure for handling employees' grievances. It also brings out some changes in managerial roles resulting from the strike. ... More

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  3. On Having a Computer (B)

    Authors: Sheth, N R;

    Reference No: P&IR0055(B) Pages: 8 Published on: 1, January, 1974

    Abstract: Describes the process of computerization and its organizational implications in an industrial undertaking. In Part A, the management's decision to install a computer and its acceptance at various managerial levels are brought out in a historical perspective. Part B describes the effects of computerization on industrial relations in the organization. ... More

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  4. Joshi and Discipline (C)

    Authors: Sheth, N R; Shukla, H C;

    Reference No: P&IR0043(C) Pages: 2 Published on: 1, January, 1974

    Abstract: It describes the handling at the top management level of the appeal made by an employee against the decision taken by his officers. ... More

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  5. Maruti Udyog Limited: Industrial Unrest of 2000-2001(A)

    Authors: Maheshwari, Sunil Kumar;

    Reference No: P&IR0184(A)EX Pages: 10 Published on: 27, February, 2002

    Abstract: MUL, a joint venture between the Government of India and Suzuki Motor Corporation of Japan, known for its pro-labour policies, was embroiled in a dispute in mid 2000, with its workforce of more than 5500 employees. Agitation was taking place at a time when MUL's market share had quickly declined from 82.8 per ... More

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  6. Industrial Relations: Old and New (E)

    Authors: Sheth, N R;

    Reference No: P&IR0037(E) Pages: 4 Published on: 1, January, 1973

    Abstract: This case follows Parts A to D of the case; describes the role of the state government's labour administration in the long drawn struggle between management and union described earlier; and provides some insights into the working of the labour administration in relation to the task of conflict resolution at ... More

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  7. Joshi and Discipline (B)

    Authors: Sheth, N R; Shukla, H C;

    Reference No: P&IR0043(B) Pages: 3 Published on: 1, January, 1974

    Abstract: Describes how the act of indiscipline on the part of an employee was actually handled by the officers concerned. It also describes the points of view of various persons involved in the situation regarding the nature of indiscipline and the constraints within which it should be handled. Ultimately, the employee ... More

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  8. Pramukh Swami Maharaj Shatabdi Mahotsav: Event Scale

    Authors: Gupta, Vishal; Gandhi, Manan;

    Reference No: ADCLOD0003 Pages: 34 Published on: 25, November, 2024

    Abstract: The case discusses the organisation – planning, construction, running and the winding-up – of the month-long Pramukh Swami Maharaj (PSM) Shatabdi Mahotsav (centenary festival) on a gigantic 600-acre site called the ‘Pramukh Swami Maharaj Nagar ’ held at the outskirts of Ahmedabad, Gujarat from December 15, 2022 to January 15, 2023. The case presents the details of ... More

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  9. Process of Team Building and Leadership

    Authors: Gupta, Ranjit;

    Reference No: CMA0664TEC Pages: 6 Published on: 1, January, 1988

    Abstract: Team building is a group effort. However, teams are differentiated from groups. Teams possess only four of the essential elements of groups, viz. goal sharing, interdependence, commitment, and accountability. The team-building process, involves five stages of development: forming, storming, norming, performing, and adjourning. A team leader requires skills of both ... More

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  10. Industrial Relations: Old and New (B)

    Authors: Sheth, N R; Dixit, L M;

    Reference No: P&IR0038(B) Pages: 10 Published on: 1, January, 1972

    Abstract: A continuation of Case (A) P&IR0038(A), this case describes the changes in the industrial relations structure of the company following expansion of the production programme and the appointment of a personnel manager. It also gives an account of how pressures of technology and market, combined with managerial changes ... More

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  11. Launching a new DCF Branch at Aviva Life Insurance Co India

    Authors: Varkkey, Biju; Joy, Roshni;

    Reference No: P&IR0207 Pages: 22 Published on: 31, March, 2009

    Abstract: The Indian Insurance Industry is facing tough times not only in the business front but also in attracting and retaining talent in the sales function. Aviva India had re-entered the Indian life insurance market in 1995, but started business operations a few years later. In addition to the bank assurance business ... More

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  12. Natural Resources Corporation Limited: People Management (C)

    Authors: Chhokar, Jagdeep S; Dixit, M R;

    Reference No: OB0184(C) Pages: 16 Published on: 1, January, 1990

    Abstract: This case describes the various systems like recruitment, training, performance evaluation, and control used by Natural Resources Corporation to manage its people and the feelings of the people working at different levels in the company. A team of consultants is required to evaluate the people management processes in the company ... More

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  13. Industrial Relations: Old and New (A)

    Authors: Sheth, N R; Dixit, L M;

    Reference No: P&IR0038(A) Pages: 6 Published on: 1, January, 1972

    Abstract: Describes in a historical perspective the background of the management and employees, and gives an account of the industrial relations machinery existing in the organization before the management formally launched the personnel function. This case acts as background material for the subsequent cases. In itself, it lends itself to a ... More

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