Case Analysis
1. Work place beliefs of Mitul are guided by her experiences, what she observes happening in the organisation in front of her eyes. That may not necessarily hold true at all times in all organisations. Each organisation is unique driven by its own sets of values, vision, mission and other guiding...
Discuss and analyse the perception of Mitul and her work place beliefs? Beliefs are result of both perception and experiences and what is presented in the case does point out, conspicuously, that Mitul’s workplace beliefs specially about Diversity and Inclusion were not unfounded. In a short...
Shop floor Management in an industry is not only a management of production, material and inventory rather it’s a combination with people management. At every phase one has to deal with each other and this people management not only requires a skill of communication and interaction with...
1. At its most basic definition, a product is the way an organisation delivers and captures value. A product team will work hard to get to know that consumer’s needs and how the organisation’s products and services can be continuously improved to make them more successful. So if that is...
As clich© as it may sound, the case at hand can be best summarized as “all that glitters is not gold”. The case “better late than never” reinforces the classical debate of soft and hard encapsulating all imaginable aspects of life. It also underscores importance of domain...
1. The ED Divakar Shah lacked empathy and compassion. He lacked understanding capability from the employee’s point of view and his only sole purpose was to support his boss Ketanbhai’s decision and ensure that his instructions are carried out. It can also be seen from the case study...
A dysfunctional management institute converted into a hospital; by a businessman without any medical background; a singular myopic vision of commercial bottom-line with no cognizance to other stakeholders like employees and customers; an operational governing body of sector specialists that give an...
The thing that went wrong is when the hotel business of Omkar started expanding, doing good and started generating more revenue and profits and Omkar suddenly felt that he needed to take his hotel brand to the next level and thus grow.
As of now the cues indicate that the lessor is imposing its terms and conditions in addition to their brand arrogance and Omkar's hotel is obligated and awed by the bigger brand. An equanimity negotiation of terms for mutual benefit needs to be worked out before committing to any arrangement.
1. I think that the issue has to do with the overall organizational work culture, the working habits, the way it has been built, systemized or ingrained and the way all are working right now. It seems that everyone is working in isolation. There is employee disconnect and disengagement. If we see...
