Reference No: MAR0130(A)Pages: 11Published on: 1, January, 1974
Abstract: Case (A) deals with the problem of deciding how much emphasis to put on dealer network vis-a-vis company's own salesmen. It also describes the commission structure of salesmen and related problems. ... More
Reference No: P&IR0004(A)Pages: 3 Published on: 1, January, 1974
Abstract: This case describes the reaction of the employees of a State Electricity Board to some serious accidents that took place within the organization. It describes the steps taken by the employees' association in bringing to the management's notice the fact that the accidents were due to the negligence of some ... More
Reference No: P&IR0107TECPages: 6 Published on: 1, January, 1974
Abstract: The various sources of what is legally known as indiscipline within an organization are discussed. The note suggests that the approach to indiscipline would depend on the assumptions made by managers about its causes and consequences, and discusses the procedures for handling such problems. The latter part of the note ... More
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
Reference No: P&IR0064(A)Pages: 9Published on: 1, January, 1974
Abstract: Case (A) pertains to the payment of bonus in a textile mill. By changing the method of calculating depreciation, the management reduces the quantum of bonus. This is objected by the union. A strike is averted by the timely intervention of the manager. In Case (B) P&IR0064(B), both ... More
Reference No: ECO0165TECPages: 9Published on: 1, January, 1974
Abstract: Note provides background to the main problem areas to be examined in fixing price of agricultural crops. It discusses some controversial issues also. ... More
Reference No: CMA0266(B)Pages: 5Published on: 20, February, 1974
Abstract: Deals with the investment decisions on the processing of paddy in Sri Lanka. There is a comparison between the existing system of processing and a new system of processing. The objective of the case is to show how the capital budgeting technique could be used for investment decisions in paddy ... More
Reference No: CMA0313Pages: 7Published on: 24, July, 1974
Abstract: This case discusses the problem as to the decision whether an investment for expanding the production facilities through additional equipment and of labour is worthwhile for Kishore Bharat. ... More
Reference No: CMA0262Pages: 12Published on: 17, August, 1974
Abstract: An agro-chemicals firm is considering expanding the production of two of its major pesticides in powder form. It feels that the markets are located in the north west south-east parts of the country. The bulk of the products consists of filler material, which has to be transported for over 700 km. ... More
Reference No: CMA0271TEC Pages: 2Published on: 13, September, 1974
Abstract: The note spells out the following steps - identifying representative blocks, identifying bankable schemes in different sectors, allocation of districts in different blocks, identifying central villages, identifying the infrastructure requirements. It also discusses the implementation strategy. ... More
Reference No: CMA0275Pages: 2Published on: 13, September, 1974
Abstract: It is a Schematic budget of the income and expenditure of a Agro-Services societies prepared on the basis of data collected in a taluka survey. ... More
Reference No: CMA0267TECPages: 9Published on: 16, September, 1974
Abstract: Various methods of obtaining the first feasible solution for the transportation model are discussed. Tests for optimality and the procedures for continuing iterations are also discussed. As an illustration, transportation model for fertilizers has been used. ... More
Reference No: CMA0304Pages: 13Published on: 16, October, 1974
Abstract: The chief executive officer of a district (CEO) introduced some changes in methods of work and other organizational practices. He introduced PERT and CPM at the district level trained various officers in the new techniques. After his transfer from the district, the organization reverted back to the old practice. This ... More
