Reference No: F&A0137Pages: 18 Published on: 1, January, 1970
Abstract: The case is in two parts. Part A describes the background of union- management relations in a large bank in which a scheme of joint consultation at the head office and regional offices was launched. Part B describes the structure and working of the joint consultative committee at the regional ... More
Reference No: F&A0142Pages: 28Published on: 1, January, 1970
Abstract: Deals with the problem of handling an undisciplined employee at a bank's branch office. The employee, who is an active union member, has an unflattering performance record. Repeated memos from the branch manager fail to improve his performance. Ultimately, the branch manager, with the concurrence of the head office, conducts ... More
Reference No: F&A0138(B)Pages: 11Published on: 1, January, 1970
Abstract: This case can be discussed in light of the students' expectations at the end of the discussion of Case (A). The union- management relations strain further in spite of the apparent rapport emerging at the end of Case (A). Describes the various facets of the conflict and provides some understanding ... More
Reference No: F&A0143(A)Pages: 12Published on: 1, January, 1970
Abstract: Describes the introduction of a formal appraisal system in a bank that has a tradition of personalized recruitment, promotion and evaluation procedures. The idea is to reward officers who have stood by the management in a period of crisis. Under the new scheme, the head office asks the branch managers ... More
Reference No: OB0206Pages: 23Published on: 3, September, 2009
Abstract: The Indian diamond industry witnessed a severe recession in the year 2008. The industry is already showing signs of recovery in 2009 led by its large sized firms. This case presents facts from a study conducted in a large sized Indian diamond processing firm which has existed for the last 40 years and ... More
Reference No: F&A0138(A)Pages: 9Published on: 1, January, 1970
Abstract: Describes the formation of an employees' union in a large bank in which the management had adopted personal and social acquaintance as an important basis for recruitment at the clerical level. Management was at first indifferent to the union but recognized it after an agitation. Subsequently, meetings were held between ... More
Reference No: P&IR0206Pages: 41Published on: 10, September, 2008
Abstract: Apollo Tyres Limited was started in 1974 by an entrepreneur, Ranauq Singh, plagued with poor quality and labour problems at its mother plant in Kerala, the business did not take off well. His son, Onkar Kanwar introduced radical changes in 1980s to the company around. By 2006, Apollo Tyres had transformed into ... More
