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  1. Case (13)
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Latest published cases

List of Latest Published Cases

  1. Mr. Shekhar **

    Authors: Kakkar, Sudhir;

    Reference No: OB0052 Pages: 12 Published on: 1, January, 1969

    Abstract: The case is about a two?person relationship between a superior and a subordinate. Illustrates the importance of different value systems and certain irrational factors such as transference in work situations. ... More

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  2. Process of Reasoning

    Authors: Rao, Sreenivas S;

    Reference No: BP0042TEC Pages: 9 Published on: 1, January, 1970

    Abstract: The note deals with the basic elements of the reasoning process needed in management situations for comprehending and communicating effectively through everyday language. Most of the examples in this note are drawn from "Shaldon & Sons" and "Cooper Fabrics, Inc" (Harvard Business School cases) and students' written analyses of these cases. ... More

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  3. A Note On Collective Bargaining

    Authors: Verma, Pramod;

    Reference No: OB0158TEC Pages: 12 Published on: 1, January, 1974

    Abstract: The note discusses the concept, theories and practice of collective bargaining in India. The concept of bargaining involves to sides in the industry-management and unions. It concerns not only the distributive aspects of industrial situation but also the integrative view about the problems facing the industry. The not reviews the ... More

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  4. Note On Promotion

    Authors: Monappa, Arun;

    Reference No: OB0150TEC Pages: 3 Published on: 1, January, 1974

    Abstract: This brief note explains the concept of employee promotion and discussed some of the related issues and problems. ... More

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  5. Training Methods

    Authors: Monappa, Arun;

    Reference No: OB0156TEC Pages: 4 Published on: 1, January, 1974

    Abstract: The note gives a brief description of the objectives and uses of three training methods viz Management Games, Sensitivity Training and In-Basket Exercise. ... More

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  6. Metaverbal Messages in Personal Interactions

    Authors: Misra, Sasi B; Arul, M J;

    Reference No: OB0090TEC Pages: 6 Published on: 1, January, 1975

    Abstract: Man communicates both verbally and through cues that are not verbal (e.g. the body, space, time and things). Although words are a powerful medium of communication with regard to external facts and events, they are nowhere near the nonverbal medium in communicating inner feelings, emotions and interpersonal attitudes. An ... More

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  7. Pratap Mehta

    Authors: Sambrani, Shreekant; Misra, Sasi B;

    Reference No: OB0042 Pages: 2 Published on: 1, January, 1976

    Abstract: The case discusses the career decision situation of a management graduate. The theme of the case is to illustrate the effect of assumptions, perceptions and feelings on interpersonal relations and communication processes. ... More

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  8. Socialization **

    Authors: Garg, Pulin K; Parikh, Indira J;

    Reference No: OB0098TEC Pages: 9 Published on: 1, January, 1976

    Abstract: The note attempts to systematize some of the multiple definitions, meanings and approaches to socialization. The dominant matrix of socialization is the interplay of biogenic needs of the child and the cultural modes of meeting them. The concept of stages in terms of time and growth is central to the ... More

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  9. Satyan Barua : An In Basket Game

    Authors: Monappa, Arun;

    Reference No: OB0148EX Pages: 6 Published on: 1, January, 1977

    Abstract: This is a training exercises based on the In basket method. The exercise gives the participants a simulated experience of decision making with limited data generalizations are then made by way of feedback to help improve one's decision making ability, especially in the personnel field. ... More

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  10. Who Am I?

    Authors: Rao, T V;

    Reference No: OB0149TEC Pages: 2 Published on: 1, January, 1978

    Abstract: Describes the scoring of the Who am I for sense of efficacy. ... More

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  11. Working as a Change Agent-a self Test

    Authors: Ganesh, S R;

    Reference No: OB0160TEC Pages: 2 Published on: 1, January, 1979

    Abstract: This is a self-test containing statements intended to provide insights into the behaviour of people as change agents. It is an aid to identify participant's strength and areas for developments as change agents. It should be used in conjunction with a key for its analysis. ... More

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  12. Key For Analysis Of Test On Working As A Change Agent

    Authors: Ganesh, S R;

    Reference No: OB0159TEC Pages: 3 Published on: 1, January, 1979

    Abstract: This note is a key for analysis of the self-test on working as a change agent and should be used in conjunction with the use of the test scoring should be done by the participants taking the test. It groups the behaviour statements in the self-test into five categories of ... More

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  13. Working Across Oganizational Boundaries: Two key concept

    Authors: Ganesh, S R;

    Reference No: OB0109TEC Pages: 2 Published on: 1, January, 1979

    Abstract: This note posts centrality and image as two key concepts in working across organizational boundaries. It suggests that a change agent can alter perceptions of centrality and images of subsystems in ways to increase the chances of changes coming about. ... More

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  14. Organization Structure, Design and Development (Parts I,III,IV)

    Authors: Garg, Pulin K;

    Reference No: OB0121TEC Pages: 11, 11, 8 Published on: 1, January, 1980

    Abstract: This note comprising five segments is exclusively based on the author's experience of design and development processes in the Indian context. The first part of the note states some of the commonalities observed across many organizations. The second part of the note provides a model of the dynamics of organization ... More

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  15. Down, but Not Out: Organizational Change from Below!

    Authors: Dhawle, Ujjwala; Ganesh, S R;

    Reference No: OB0119TEC Pages: 14 Published on: 1, January, 1980

    Abstract: The note explores the area of organizational change by employees low in the organizational hierarchy. In the past, the emphasis has always been on change processes initiated or supported by top management. Increased specialization, however, has resulted in a high calibre of people at all organizational levels, who strive to ... More

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