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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 see him 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:
  • a)
    4, 3, 1, 2
  • b)
    4, 2, 3, 1
  • c)
    4, 3, 2, 1
  • d)
    4, 1, 2, 3
  • e)
    2, 3, 1, 4
Correct answer is option 'E'. Can you explain this answer?
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Directions:Re ad the following case let and choose the best alternativ...
Explanation:

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:
- This intervention would have allowed more time for discussions and negotiations with night shift supervisors.
- Delaying the decision would have provided an opportunity to address concerns and prevent any hasty actions.

3. Created an open door policy that would have allowed employees to see him without any appointment:
- Implementing an open-door policy would have enabled employees like Ram Lal to express their concerns directly to Mr. Thakur.
- This would have fostered better communication and prevented the need for confrontations.

1. Delegated the task of negotiation of wage contracts for night shift employees to the Personnel department:
- Involving the Personnel department in negotiations would have ensured a fair and unbiased decision-making process.
- This delegation would have avoided any perception of favoritism or unilateral decision-making.

2. Created a process for supervisors working in the night shift so that they could have an opportunity to interact with him:
- Establishing a structured process for night shift supervisors to interact with Mr. Thakur would have addressed their concerns in a systematic manner.
- This proactive approach would have prevented misunderstandings and grievances from escalating.
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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

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

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

Read the passage carefully and answer the questions given More and more companies, government agencies, educational institutions and philanthropic organisations are today in the grip of a new phenomenon: ‘metric fixation’. The key components of metric fixation are the belief that it is possible - and desirable - to replace professional judgment (acquired through personal experience and talent) with numerical indicators of comparative performance based upon standardised data (metrics); and that the best way to motivate people within these organisations is by attaching rewards and penalties to their measured performance.The rewards can be monetary, in the form of pay for performance, say, or reputational, in the form of college rankings, hospital ratings, surgical report cards and so on. But the most dramatic negative effect of metric fixation is its propensity to incentivise gaming: that is, encouraging professionals to maximise the metrics in ways that are at odds with the larger purpose of the organisation. If the rate of major crimes in a district becomes the metric according to which police officers are promoted, then some officers will respond by simply not recording crimes or downgrading them from major offences to misdemeanours. Or take the case of surgeons. When the metrics of success and failure are made public - affecting their reputation and income - some surgeons will improve their metric scores by refusing to operate on patients with more complex problems, whose surgical outcomes are more likely to be negative. Who suffers? The patients who don’t get operated upon.When reward is tied to measured performance, metric fixation invites just this sort of gaming. But metric fixation also leads to a variety of more subtle unintended negative consequences. These include goal displacement, which comes in many varieties: when performance is judged by a few measures, and the stakes are high (keeping one’s job, getting a pay rise or raising the stock price at the time that stock options are veste d), people focus on satisfying those measures - often at the expense of other, more important organisational goals that are not measured. The best-known example is ‘teaching to the test’, a widespread phenomenon that has distorted primary and secondary education in the United States since the adoption of the No Child Left Behind Act of 2001.Short-termism is another negative. Measured performance encourages what the US sociologist Robert K Merton in 1936 called ‘the imperious immediacy of interests … where the actor’s paramount concern with the foreseen immediate consequences excludes consideration of further or other consequences’. In short, advancing short-term goals at the expense of long-range considerations. This problem is endemic to publicly traded corporations that sacrifice long-term research and development, and the development of their staff, to the perceived imperatives of the quarterly report.Q. Which of the following is NOT a consequence of the 'metric fixation' phenomenon mentioned in the passage?

InstructionsRead the passage carefully and answer the questions givenMore and more companies, government agencies, educational institutions and philanthropic organisations are today in the grip of a new phenomenon: ‘metric fixation’. The key components of metric fixation are the belief that it is possible -and desirable - to replace professional judgment (acquired through personal experience and talent) with numerical indicators of comparative performance based upon standardised data (metrics); and that the best way to motivate people within these organisations is by attaching rewards and penalties to their measured performance.The rewards can be monetary, in the form of pay for performance, say, or reputational, in the form of college rankings, hospital ratings, surgical report cards and so on. But the most dramatic negative effect of metric fixation is its propensity to incentivise gaming: that is, encouraging professionals to maximise the metrics in ways that are at odds with the larger purpose of the organisation. If the rate of major crimes in a district becomes the metric according to which police officers are promoted, then some officers will respond by simply not recording crimes or downgrading them from major offences to misdemeanours. Or take the case of surgeons. When the metrics of success and failure are made public - affecting their reputation and income - some surgeons will improve their metric scores by refusing to operate on patients with more complex problems, whose surgical outcomes are more likely to be negative. Who suffers? The patients who don’t get operated upon.When reward is tied to measured performance, metric fixation invites just this sort of gaming. But metric fixation also leads to a variety of more subtle unintended negative consequences. These include goal displacement, which comes in many varieties: when performance is judged by a few measures, and the stakes are high (keeping one’s job, getting a pay rise or raising the stock price at the time that stock options are veste d), people focus on satisfying those measures -often at the expense of other, more important organisational goals that are not measured. The best-known example is ‘teaching to the test’, a widespread phenomenon that has distorted primary and secondary education in the United States since the adoption of the No Child Left Behind Act of 2001.Short-termism is another negative. Measured performance encourages what the US sociologist Robert K Merton in 1936 called ‘the imperious immediacy of interests … where the actor’s paramount concern with the foreseen immediate consequences excludes consideration of further or other consequences’. In short, advancing short-term goals at the expense of long-range considerations. This problem is endemic to publicly traded corporations that sacrifice long-term research and development, and the development of their staff, to the perceived imperatives of the quarterly report.To the debit side of the ledger must also be added the transactional costs of metrics: the expenditure of employee time by those tasked with compiling and processing the metrics in the first place - not to mention the time required to actually read them. . . .Q.What is the main idea that the author is trying to highlight in the passage?

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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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. Can you explain this answer?
Question Description
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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. 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 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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. 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 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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. 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 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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. 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 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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. 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 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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. 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 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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. 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 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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. 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 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:a)4, 3, 1, 2b)4, 2, 3, 1c)4, 3, 2, 1d)4, 1, 2, 3e)2, 3, 1, 4Correct answer is option 'E'. Can you explain this answer? tests, examples and also practice CAT tests.
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