Emba
Note: Solve any 4 Case Studies
Case 1: Emotional Intelligence at the workplace
A national level management association having its headquarters at New Delhi, India, is headed by a retired major general, to whom four directors looking after four strategic business units (SBUs) report. The retired major general is a non-academic person and manages the show with his administrative acumen, keeping all the directors on their toes. The education director always disagrees with him, while the other directors try to appease him by always toeing his line. The other three directors always take his guidance, good or bad, under perform, and advance alibis ‘Sir, you guided us’. The responsible-minded education director often enters into conflicts with whom to correct the process and help the Association to grow. In his tenure, he could not only increase the business volumes but also contributed significantly to the bottom line, significantly reducing the cost. One such cost control area was curbing the unnecessary nationwide air travels, dubbed as marketing visits by the faculty. The chief considered that this would be counter-productive, as in the long run this would kill the business prospects of the Association. Another major cost control area was restricting the visits to nodal centres for quality check. These centres have been retained by the Association to impart class-room training for distance learning students. The education director directed that visits to the nodal centres will be only on the basis of scrutiny of their filled up information and performance record. Within a year such visits came down from 65 to 10.
The Association also followed the improper pricing of the reading materials, supplied by the publisher, who followed 8X formula (i.e., pricing eight times higher than the cost). Going through the cost details, it was evident that the publisher kept 40 per cent as marketing cost and gave the Association a royalty of 35 per cent, which the Association
Case 1: Emotional Intelligence at the workplace
A national level management association having its headquarters at New Delhi, India, is headed by a retired major general, to whom four directors looking after four strategic business units (SBUs) report. The retired major general is a non-academic person and manages the show with his administrative acumen, keeping all the directors on their toes. The education director always disagrees with him, while the other directors try to appease him by always toeing his line. The other three directors always take his guidance, good or bad, under perform, and advance alibis ‘Sir, you guided us’. The responsible-minded education director often enters into conflicts with whom to correct the process and help the Association to grow. In his tenure, he could not only increase the business volumes but also contributed significantly to the bottom line, significantly reducing the cost. One such cost control area was curbing the unnecessary nationwide air travels, dubbed as marketing visits by the faculty. The chief considered that this would be counter-productive, as in the long run this would kill the business prospects of the Association. Another major cost control area was restricting the visits to nodal centres for quality check. These centres have been retained by the Association to impart class-room training for distance learning students. The education director directed that visits to the nodal centres will be only on the basis of scrutiny of their filled up information and performance record. Within a year such visits came down from 65 to 10.
The Association also followed the improper pricing of the reading materials, supplied by the publisher, who followed 8X formula (i.e., pricing eight times higher than the cost). Going through the cost details, it was evident that the publisher kept 40 per cent as marketing cost and gave the Association a royalty of 35 per cent, which the Association