Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the managementandrsquo;s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the presidentandrsquo;s office and tried to see him.Mr. Thakur andrsquo;s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the presidentandrsquo;s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer?

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Directions: Re ad the following case let and choose the best alternative.

Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.
The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.
For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.
Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.
Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.
Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.

Q. The most important causal factor for this entire episode could be:

a)
Legalistic approach to employee problems.
b)
Trying to follow a divide-and-rule policy in his dealings with the supervisors.
c)
Paternalistic approach towards mature individuals in the organisation.
d)
Inconsistent dealings of Mr. Thakur with supervisors.

Correct answer is option 'D'. Can you explain this answer?

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Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most likely premise behind Mr. Thakur ’s initiative regarding individualised meetings with the supervisors seems to be

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Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The situation with Mr. Lal could have been avoided if Mr. Thakur had 1. Delegated the task of negotiation of wage contracts for night shift employees to the Personnel department. 2. Created a process for supervisors working in the night shift so that they could have an opportunity to interact with him. 3. Created an open door policy that would have allowed employees to seehim without any appointment. 4. Postponed the decision of wage revision for supervisors in the night shift for two months, since supervisors were rotated on different shifts after every two months.The option that best arranges the above managerial interventions in decreasing order of organisational impact is

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Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.Apart from the supervisors working the night shift, executives of which department will have the most justified reasons to be disgruntled with Mr.Thakur’s initiative?1. Production department—for not being consulted regarding the behaviour of the supervisors on the shop floor.2. Finance department—for not being taken into confidence regarding the financial consequences of the wage contracts.3. Marketing department—for not being consulted on the likely impact of the wage contracts on the image of the company.4. Quality control—for not being able to give inputs to Mr. Thakur on how to improve quality of steel making process.5. Personnel department—for it was their work to oversee wage policies for employees and they had been ignored by Mr. Thakur.

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Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that

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Directions: Read the passage carefully and answer the questions which follow.Although broad generalization always oversimplify complex realities, we find numerous truths in the contrast between hierarchical, industrial manufacturing firms that dominated most of the twentieth century and today's service-based and knowledge-sensitive organisations. When industry meant repeatedly carrying out standard, well-defined tasks and workers were seen metaphorically (and sometimes literally) as part of a machine, progress could still be made when the social networks and relationships of individual employees were ignored or discouraged. In fact, those firms strongly depended on social capital and sometimes suffered from lack of it. Without some level of trust, respect, and generalised reciprocity, coordinated work of any kind is hard to accomplish. Still, as Henry Ford has commented, a certain rough logic lies behind treating people like cogs in a machine when you only expect and want them to do machine-like work.But very little of the work of today's knowledge firm is repetitive or mechanical. It requires responsiveness, inventiveness, collaboration and attention. Judgement, persuasiveness, shared decisions, the pooling of knowledge, and the creative sparks people strike off one another depend on engagement with the work and one another, on the commitment that makes one genuinely a member of an organisation rather than simply an "employee". Although we ourselves sometimes fall into the trap of talking about "employers" and "employees" - the users and the used - those terms really belong to the industrial-age modal and are inappropriate to the kind of work and working relationships we consider here. Today's most economically productive work is largely voluntary, in the sense that doing it well calls for a willing engagement of the whole self in the task. "Going through the motions" is insufficient when the motions are not prescribed but change as you go along. In our view, the firm is neither a machine with each cog firmly in place performing its clearly defined task nor an unorganized (or self-organising) flock of opportunistic entrepreneurs pursuing their individual destinies. It is - it should be - a social organisation of people willingly engaged in a joint enterprise.Q. The central idea of the passage relates to

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Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer?

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Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer? for CAT 2024 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer? covers all topics & solutions for CAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer?.

Solutions for Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.

Here you can find the meaning of Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer?, a detailed solution for Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer? has been provided alongside types of Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Directions:Re ad the following case let and choose the best alternative.Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company.The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.Q.The most important causal factor for this entire episode could be:a)Legalistic approach to employee problems.b)Trying to follow a divide-and-rule policy in his dealings with the supervisors.c)Paternalistic approach towards mature individuals in the organisation.d)Inconsistent dealings of Mr. Thakur with supervisors.Correct answer is option 'D'. 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