No.

of Printed Pages : 8 MMPC-001

MASTER OF BUSINESS
ADMINISTRATION (MBA)/MASTER OF
BUSINESS ADMINISTRATION IN
BANKING AND FINANCE (MBF)
Term-End Examination
December, 2023
MMPC-001 : MANAGEMENT FUNCTIONS AND
ORGANISATIONAL PROCESSES

Time : 3 Hours Maximum Marks : 100

(Weightage : 70%)
Note : (i) There are two Sections–Section A and
Section B.
(ii) Attempt any three questions from
Section A. All questions carry 20 marks
each.
(iii) Section B is compulsory and carries
40 marks.

P. T. O.
 [2] MMPC-001

Section–A

1. “Organisations require effective management

but there are several challenges which

management has to encounter for

effectiveness.” Discuss.

2. Briefly discuss the necessity of planning

function in an organization. Describe the

process and steps involved in planning for an

organization.

3. What are the different features of controlling ?

Briefly discuss the essentials of a good control

system in an organization with examples.

4. Describe and discuss any two theories of

motivation and their relevance in the present

day context.
 [3] MMPC-001

5. Write short notes on any three of the

following :

(a) Role of culture in organisations

(b) Strategies to overcome resistance

(c) Semantics

(d) Hawthorne studies

(e) External recruitment

Section–B

6. Read the case and answer the questions given

at the end :

On the eve of retirement of Mr. Sengupta, CEO

of Precision Metals, a farewell party was

arranged by the staff of the company. Many

senior managers paid tributes to the

outstanding role played by, Mr. Sengupta in

P. T. O.
 [4] MMPC-001

bringing the company to its present position of

advantage. After the party was over, Mr.

Sengupta took aside two of his brilliant and

favourite managers—Vijay Joshi and Ashok

Mitra. He told them confidentially that though

he was retiring from the post of CEO, The

Chairman, Farukh Irani, had told him that he

would now be inducted on the Board of

Directors, and his experience with the company

would be invaluable in the future also. He

asked the two managers to continue meeting

him from time-to-time, and to keep him

informed about the happenings at Precision

Metals. He asked them to provide information

about the way, the new designated CEO

 [5] MMPC-001

Mr. Saxena was handling things. Both the

managers agreed to comply with the

instruction. After about a month, both Joshi

and Mitra went to meet Sengupta at his

residence. They told Sengupta that soon after

he left Precision Metals, things started

deteriorating and the internal environment was

no more what it used to be during his days as

CEO. While Joshi is a serene person Mitra is

more volatile. He is also addicted to liquor. On

that day he was in his element and he told

Sengupta that CEO Saxena had started

inducting employees from his clan irrespective

of their merit. He did not consult Mitra in the

matter of recruitment in spite of his being a

P. T. O.
 [6] MMPC-001

manager HR Joshi remained quiet on any

controversial issues and did not say anything

derogatory against CEO Saxena. A couple of

days after this incident, CEO Saxena

summoned the two managers into his chamber

and interrogated them regarding their visit to

Sengupta. He shouted at them and warned

them that they should better focus on their

work in the company instead of acting as spies

to higher-ups. He denounced them for telling

Sengupta that he was a good-for-nothing and

incompetent CEO. Both Mitra and Joshi

apologized to the CEO, and said that they

would not repeat such things in future. But

they remarked that his information was a

 [7] MMPC-001

highly distorted version of what they told

Sengupta. Upon this, Saxena said that his

information was authentic because this is what

Mrs. Sengupta told Mrs. Saxena during their

meeting at a kitty party. He told that he

believed more in his life partner than just two

junior colleagues like them. After this incident,

Saxena was quite hostile to Mitra and

somewhat less hostile to Joshi, because

sometime later Joshi spoke to Saxena and

confessed that while he remained quiet Mitra

had actually blamed Saxena during the episode.

Now, both Mitra and Joshi started looking for

jobs outside. Being highly merited they were

able to secure better jobs outside and soon

P. T. O.
 [8] MMPC-001

resigned. From Precision Metals Saxena

accepted the resignation of Mitra readily, but

persuaded Joshi to remain with them looking to

his sober temperament and high value to the

company. Joshi agreed to stay on, but

demanded higher salary which was agreed

upon by Saxena.

Questions :

(a) Identify the core issues in the case.

(b) If you were the manager, suggest the

measures to resolve the issues.

MMPC–001
No. of Printed Pages : 11 MMPC-001
MASTER OF BUSINESS ADMINISTRATION
(MBA) MASTER OF BUSINESS
ADMINISTRATION IN BANKING AND
FINANCE (MBF)
Term-End Examination
December, 2021

MMPC-001 : MANAGEMENT FUNCTIONS AND

ORGANISATIONAL PROCESSES

Time : 3 hours Maximum Marks : 100

Weightage : 70%

Note :
(i) There are two sections A and B.
(ii) Attempt any three questions from Section A. All
questions carry 20 marks each.
(iii) Section B is compulsory and carries 40 marks.

SECTION A

1. Explain in detail the features of planning and

the steps involved in the planning process in
organisations. Discuss the importance of
planning function in an organisation with
relevant examples. 20

MMPC-001 1 P.T.O.
2. What is the concept of staffing in an
organisation ? Describe and discuss how
directing is an important component of
managerial function. Give examples. 20

3. Describe the techniques used in different steps

of decision-making. Discuss how one can
overcome barriers to have effective
decision-making in organisations, with
examples. 20

4. What is the meaning of organisational culture ?

Explain the role of culture in strengthening an
organisation. Discuss the traits required for good
organisational culture. 20

5. Write short notes on any three of the following : 20

(a) Turnaround Management
(b) Organisational Ethics
(c) Centralisation vs. Decentralisation

(d) Managerial Grid Theory

(e) External Recruitment

MMPC-001 2
 SECTION B

6. Read the following case carefully and answer the

questions given at the end : 40

Modern Bank Limited was established in 1938

by Vasudev Mudaliar as a private bank. The
bank grew to become a < 100 crore business by
1944 and a < 500 crore business by 1960.
Vasudev Mudaliar was succeeded in the
business by his sons. In 1974, an investor,
Sudhakar Gupta, bought 51% equity in the bank
and assumed charge as chairman.

The bank gradually expanded in the four

Southern States and grew to be a business worth
< 3,200 crore by 1985. In 1987, Sudhakar Gupta
brought in Arvind Jain, a young MBA graduate,
as the MD of the bank. Arvind Jain focused his
energies on building the brand of the bank
among the traditional segments and
simultaneously focused on building brand equity
among the middle class. During this period the
bank recorded continuous business growth and
by 1997, the bank’s total business stood at
< 12,000 crore.

MMPC-001 3 P.T.O.
 Arvind Jain was a fiery young man who
essentially believed in turnaround performance.
His style of leadership was autocratic and he
believed that people around him should be
committed to executing his orders rather than
wasting time on debates and discussions. He
formed a core group of top executives to
strategize and monitor the implementation of
action plans.

Being a traditional bank where hierarchy and

authority were respected, it was not long before
everyone adjusted to the new style of
functioning. Everybody from the branch offices,
regional offices, and the head office, religiously
followed the orders of the top management. The
result was a stupendous success. The bank
became a force to reckon with among the private
sector banks in Southern India. Arvind Jain
emphasized the following aspects :

 Recruiting top-notch professionals.

 Re-engineering the corporate brand of the

bank.

 Emphasizing marketing and business

development.

MMPC-001 4
  A top-down approach in the decision-making
process.

 Adoption of technology for modernizing

business operations.

Along with the positive developments were a few

negative aspects :

 Centralization of the bank’s functioning.

 Formation of a coterie which wielded power

in the bank.

 Emphasis on performance at any cost rather

than on means.

 Frustration and disillusionment of the

employees at large.

Parallel with these developments, there were

other developments too in the bank. Differences
arose between the promoter Sudhakar Gupta
and the MD Arvind Jain, which eventually led to
the resignation and exit of the latter from the
bank. A few of his faithful followers too exited
from the bank. The chairman, in consultation
with the board, appointed a senior banking
professional, Manoj Pillai, from an established
public sector bank, as the MD of Modern Bank.

MMPC-001 5 P.T.O.
 On assuming charge, Manoj Pillai reshuffled the
top management and set up a new team at the
corporate office. It was his belief that systems
and procedures should take precedence over
individuals in the bank, and that after goals are
set, executive should be given freedom to
perform.

A few hallmarks of his leadership and

management approach in the bank were as
follows :

 Emphasis on streamlining systems and

procedures.

 Nurturing employees to strictly adhere to

laid-down norms/systems.

 Training of existing employees in core areas

such as credit, audit, etc.

 Recruitment of young professionals, i.e.,

MBA, M.Com., etc. as management trainees
and their induction into the bank to bring in
fresh blood and enthusiasm.
 Strengthening the training system for
undertaking training and induction
responsibilities.

MMPC-001 6
  Posting of successful line personnel as
faculty in Staff Training Colleges to drive
home the importance of training to the
employees of the bank.
 Continuing the technology upgradation
processes undertaken during earlier review.

However, the employees of the bank, especially

the top and middle management, who were used
to following the instructions of the central
command and carrying out the decisions of
centralized decision-making could not adjust to
the new leadership approach. The top executives
started perceiving the new leader as weak, due
to lack of the charisma and strong drive that
they had seen in the earlier leader. Further, the
emphasis on re-engineering the systems led to
stagnation of product innovation and during the
three years Manoj Pillai was with the bank, no
product could be launched.

The bank slowly lost its market share and

recorded a negative growth during the period
1997 – 2000. There was an interesting
development in 1999, when the promoter
offloaded a minor stake to a multinational bank.
The changed business interest of the promoter
MMPC-001 7 P.T.O.
 led to further offloading of stake in favour of the
multinational bank. As a result, the majority
stake in the bank stood transferred to the
multinational bank.

The new management undertook a series of

measures to re-engineer and redefine the brand
and image of the bank. Some of the salient
features of these measures were :

 Upgrading the technology of the bank.

 Gearing up the bank for various technology
initiatives such as core banking solutions,
Internet banking, call centre and help desk,
etc.
 Recruitment of a new breed of professionals
at all levels and in all functional areas to
cater to the needs of the bank.
 Strict implementation of the performance
planning and measurement approaches.
 Implementation of Cost to Company (CTC)
approach for all the middle and top
management officials of the bank.
 Voluntary Retirement Scheme (VRS) for
employees found to be lacking in the new set
of competence.

MMPC-001 8
  Massive exercise of re-branding and
re-engineering the product portfolio of the
bank.
 Creation of a core team of young
professionals to continuously work on
re-branding and product re-engineering.
 Improving the learning infrastructure by
networking the IT infrastructure with the
existing training infrastructure to leverage
the advantages.

During the initial transformation period, the old

genre of employees were frustrated by the higher
compensation given to the new recruits as well
as the importance accorded to them as against
the existing employees. This led to the exodus of
a large number of employees through the
voluntary retirement scheme. The remaining
employees were in a state of confusion about the
direction the bank was heading in.

In the meantime, the new management

recruited an MD, Vikrant Advani, a senior
banking professional with over 20 years of
experience, to lead the bank, along with a new
set of initiatives. After assuming charge, Vikrant

MMPC-001 9 P.T.O.
 Advani made it a point to personally interact
with all senior executives. He communicated
with all employees about the transformation
process and the steps undertaken by the bank
for the purpose.

As a step towards implementing the knowledge

management process in the bank, the training
department launched a whole set of initiatives
with the help of the IT department as given
below :

 Setting-up of corporate Intranet for the bank

with built-in features such as bulletin
boards, discussion and chat rooms, etc.

 Integrating the e-learning software with the

Intranet to provide learning inputs to
employees.

 Identifying resource persons area-wise and

making them available online to disseminate
learning across the organisation.

 Collecting the critical experience of

employees in various functional areas and
presenting them as case studies for
employees to learn.

MMPC-001 10
  Providing all the information and circulars
related to various systems and procedures of
the bank online to empower the employees
with information.

 Tying up with learning content providers for

continuously updating the learning content.

Questions :

(a) Analyse the case from the learning inputs

from organisational perspective.

(b) Examine whether the technology

transformation processes will lead to a
change in organisational culture.

(c) Do you feel that the bank is on the right

track ? Why ?

(d) Suggest steps for improving the knowledge

management processes in the bank.

MMPC-001 11 P.T.O.
No. of Printed Pages : 7 MMPC-001
MASTER OF BUSINESS ADMINISTRATION
(MBA)/MASTER OF BUSINESS
ADMINISTRATION IN BANKING AND
FINANCE (MBF)
Term-End Examination
December, 2022

MMPC-001 : MANAGEMENT FUNCTIONS AND

ORGANISATIONAL PROCESSES

Time : 3 hours Maximum Marks : 100

Weightage : 70%

Note :
(i) There are two sections, A and B.
(ii) Attempt any three questions from Section A. All
questions carry equal marks.
(iii) Section B is compulsory and carries 40 marks.

SECTION A

1. Describe and discuss various functions of

management and the challenges encountered for
organisational effectiveness.

2. Briefly discuss the steps involved in planning

process and its necessity. What is Management
by Objectives and what are its benefits ?
Explain.

MMPC-001 1 P.T.O.
3. Describe time and motion study and its
advantages. How does Architectural Ergonomics
impact the efficiency and productivity of the
workers ?

4. What is the importance of controlling function in

an organisation ? Briefly explain the process of
control in an organisation.

5. Write short notes on any three of the following :

(a) Economic Model of Decision-making
(b) Scalar Principle
(c) Importance of Communication

(d) Organisational Culture

(e) Resistance to Change

MMPC-001 2
 SECTION B

6. Read the following case carefully and answer the

questions given at the end :

The ABC Manufacturing Company is a metal

working plant under the direction of a Plant

Manager who is known as a strict disciplinarian.

One day a foreman noticed Bhola, one of the
workers at the time-clock punching out two

cards, his own and the card of Nathu, a fellow

worker. Since it was the rule of the company
that each man must punch out his own card, the
foreman asked Bhola to accompany him to the
Personnel Director, who interpreted the incident
as a direct violation of a rule and gave
immediate notice of discharge to both workers.

The two workers came to see the Personnel

Director on the following day. Nathu claimed

innocence on the ground that he had not asked

for his card to be punched and did not know at
the time that it was being punched. He had been
offered a ride by a friend who had already

MMPC-001 3 P.T.O.
 punched out and who could not wait for him to
go through the punch-out procedure. Nathu was
worried about his wife who was ill at home and
was anxious to reach home as quickly as
possible. He planned to take his card to the
foreman the next morning for reinstatement, a
provision sometimes exercised in such cases.
These circumstances were verified by Bhola. He
claimed that he had punched Nathu’s card the
same time he punched his own, not being
conscious of any wrongdoing.

The Personnel Director was inclined to believe

the story of the two men but did not feel he could
reverse the action taken. He recognized that

these men were good workers and had good

records prior to this incident. Nevertheless, they
had violated a rule for which the penalty was
immediate discharge. He also reminded them
that it was the policy of the company to enforce
the rule without exception.

MMPC-001 4
 A few days later the Personnel Director, the
Plant Manager, and the Sales Manager sat
together at lunch. The Sales Manager reported
that he was faced with the necessity of notifying
one of their best customers that his order must
be delayed because of the liability of one
department to conform to schedule. The
department in question was the one from which
the two workers had been discharged. Not only
had it been impossible to replace these men to
date, but disgruntlement over the incident had
led to significant decline in the cooperation of
the other workers.

The Personnel Director and the Sales Manager

took the position that the discharge of these two

valuable men could have been avoided if there
had been provision for considering the
circumstances of the case. They pointed out that
the incident was costly to the company in the
possible loss of a customer, in the dissatisfaction
within the employee group, and in the time and

MMPC-001 5 P.T.O.
 money that would be involved in recruiting and
training replacements.

The Plant Manager could not agree with this

point of view. ‘‘We must have rules if we are to
have efficiency; and the rules are no good unless

we enforce them. Furthermore, if we start

considering all these variations in
circumstances, we will find ourselves loaded
down with everybody thinking he is an
exception.’’ He admitted that the grievances
were frequent but countered with the point that
they could be of little consequence if the contract
agreed to by the Union was followed to the
letter.

Questions :

(a) Identify the core issues in the case.

(b) Place yourself in the position of the

Personnel Director. Which of the following
courses of action would you have chosen and
why ?

(i) Would you have discharged both men ?

MMPC-001 6
 (ii) Would you have discharged Bhola only ?

(iii) Would you have discharged Nathu only ?

(iv) Would you have discharged neither of

them ? Justify your choice of decision.

(c) What policy and procedural changes would

you recommend for handling such cases in
the future ?

MMPC-001 7 P.T.O.
No. of Printed Pages : 6 MMPC-001
MASTER OF BUSINESS ADMINISTRATION
(MBA)/MASTER OF BUSINESS
ADMINISTRATION IN BANKING AND
FINANCE (MBF)
Term-End Examination
June, 2022

MMPC-001 : MANAGEMENT FUNCTIONS AND

ORGANISATIONAL PROCESSES

Time : 3 hours Maximum Marks : 100

Weightage : 70%

Note :
(i) There are two sections, A and B.
(ii) Attempt any three questions from Section A. All
questions carry 20 marks each.
(iii) Section B is compulsory and carries 40 marks.

SECTION A

1. Describe and discuss different processes of

recruitment and their methods. Briefly explain
the importance of Training and Development in
organisations. 20

2. Explain the various types of Planning and its

significance in organisations. Give examples. 20
MMPC-001 1 P.T.O.
3. Describe Modern Theories of Leadership and
explain how effective they are for the present
day organisations. 20

4. Briefly discuss the factors contributing to the

choice of a structure in an organisation. Describe
any two types of organisational structures and
their advantages and disadvantages. 20

5. Write short notes on any three of the following : 20

(a) Psychological Barriers to Communication
(b) Sustainable Organisational Culture
(c) Strategies to Overcome Resistance

(d) Corporate Social Responsibility (CSR)

(e) Brainstorming

MMPC-001 2
 SECTION B

6. Read the following case carefully and answer the

questions given at the end : 40

Sundar Steel Limited was a medium-sized steel

company manufacturing special steels of various
types and grades. It employed 5,000 workers and
450 executives.

Under the General Manager (Production), there

were operation, maintenance, and service
groups, each headed by a chief. The Chief of
Maintenance was Shukla and under him
Mukherjee was working as the Maintenance
Engineer. The total strength of Maintenance
was 500 workers, 25 executives, and
50 supervisors.

Chatterjee was working in Maintenance as a

worker for three years. He was efficient. He had
initiative and drive. He performed his duties in a
near perfect manner. He was a man of proven
technical ability with utmost drive and dash. He
was promoted as Supervisor.

Chatterjee, now a Supervisor, was one day

passing through the Maintenance Shop on his
routine inspection. He found a certain worker
sitting idle. He pulled him up for this. The

MMPC-001 3 P.T.O.
 worker retaliated by abusing him with filthy
words. With a grim face and utter frustration,
Chatterjee reported the matter to Mukherjee.
The worker who insulted Chatterjee was a
‘‘notorious character’’, and no supervisor dared
to confront him. Mukherjee took a serious view
of the incident and served a strong warning
letter to the worker.

Nothing very particular about Chatterjee or

from him came to the knowledge of Mukherjee.
Things were moving smoothly. Chatterjee was
getting along well with others.

But after about three years, another serious

incident took place. A worker came drunk to
duty, began playing cards, and using very filthy
language. When Chatterjee strongly objected to
this, the worker got up and slapped Chatterjee.
Later, the worker went to his Union and
reported that Chatterjee had assaulted him
while he was performing his duties.

Chatterjee had no idea that the situation would

take such a turn. He, therefore, never bothered
to report the matter to his boss or collect
evidence in support of his case.

MMPC-001 4
 The Union took the case to Shukla and prevailed
over him to take stern action against Chatterjee.
Shukla instructed Mukherjee to demote
Chatterjee to the rank of a worker. Mukherjee
expressed his apprehension that in such a case
Chatterjee will be of no use to the department,
and the demotion would adversely affect the
morale of all sincere and efficient supervisors.
But Chatterjee was demoted.

Chatterjee continued working in the

organisation with all his efficiency, competence,
and ability for two months. Then he resigned
stating that he had secured better employment
elsewhere. Mukherjee was perturbed at this
turn of events. While placing Chatterjee’s
resignation letter before Shukla, he expressed
deep concern at this development.

Shukla called the Chief of Personnel for advice

on this delicate issue. The Chief of Personnel
said, ‘‘I think the incident should help us to
appreciate the essential qualification required
for a successful supervisor. An honest and
hardworking man need not necessarily prove to
be an effective supervisor. Something more is
required for this as he has to get things done
rather than do them himself.’’

MMPC-001 5 P.T.O.
 Mukherjee said, ‘‘I have a high opinion of
Chatterjee. He proved his technical competence
and was sincere at his work. Given some
guidance on how to deal with the type of persons
he had to work with, the sad situation could
have been avoided.’’

Shukla said, ‘‘I am really sorry to lose

Chatterjee. He was very honest and painstaking
in his work. But I do not know how I could have
helped him. I wonder how he always managed to
get into trouble with workers. We know they are
illiterates and some of them are tough. But a
supervisor must have the ability and presence of
mind to deal with such men. I have numerous
supervisors, but I never had to teach anybody
how to supervise his men.’’

Questions :

(a) Identify the problems in this case.

(b) Do you think the decision taken by Shukla is

in keeping with the faith, trust and creating
developmental climate in the organisation ?
Critically evaluate.

(c) How would you help in improving the

behaviour of employees ?

MMPC-001 6
No. of Printed Pages : 7 MMPC-001

MASTER OF BUSINESS
ADMINISTRATION (MBA)/MASTER OF
BUSINESS ADMINISTRATION IN
BANKING AND FINANCE (MBF)
Term-End Examination
June, 2023
MMPC-001 : MANAGEMENT FUNCTIONS AND
ORGANISATIOINAL PROCESSES
Time : 3 Hours Maximum Marks : 100
Weightage : 70%

Note : (i) There are two Sections–Section A and

Section B.
(ii) Attempt any three questions from
Section A. All questions carry equal
marks.
(iii) Section B is compulsory and carries
40 marks.

Section—A

1. Describe any two models of change and discuss

the reasons for resistance to change and its
management. 20

P. T. O.
 [2] MMPC-001

2. Briefly discuss various barriers to effective

communication. 20

3. Discuss the factors influencing the choice of

structure of an organisation. Briefly discuss the

degree of decentralization required in an

organization. 20

4. Describe and discuss any two theories of

motivation and their relevance in the present

day context of organizations. 20

5. Write short notes on any three of the

following : 20

(a) PERT and CPM

(b) Characteristics of directing

(c) Impact of information technology on

organizing work

(d) Scientific management

(e) Single use plan

 [3] MMPC-001

Section–B

6. Read the case given below and answer the

questions given at the end :

Ms. Renu had graduated with a degree in

foreign languages. As the child of a military

family, she had visited many parts of the world

and had travelled extensively in Europe.

Despite these broadening experiences, she had

never given much thought to a career until her

recent divorce.

Needing to provide her own income, Ms. Renu

began to look for work. After a fairly intense

but unsuccessful search for a job related to her

foreign language degree, she began to evaluate

her other skills. She had become a proficient

typist in college and decided to look into

secretarial work. Although she still wanted a

career utilizing her foreign language skills, she

felt that the immediate financial pressures

would be eased in a temporary secretarial

P. T. O.
 [4] MMPC-001

position. Within a short period of time, she was

hired as a clerk / typist in a typing pool at Life

Insurance Company. Six months later, she

became the top typist in the pool and was

assigned as secretary to Mrs. Khan, Manager of

marketing research. She was pleased to get out

of the pool and to get a job that had more

variety in the tasks to perform. Besides, she

also got a nice raise in pay. Everything seemed

to proceed well for the next nine months. Mrs.

Khan was pleased with Renu’s work, and she

seemed happy with her work. Renu applied for

a few other more professional jobs in other

areas during this time. However, each time her

application was rejected for lack of related

education and/or experience in the area.

Over the next few months, Khan noticed

changes in Renu. She did not always dress as
neatly as she had in the past, she was
occasionally late for work, some of her lunches
 [5] MMPC-001

extended to two hours, and most of her

productive work was done in the morning
hours. Khan did not wish to say anything
because Renu had been doing an excellent job
and her job tasks still were being accomplished
on time. However, Renu’s job behaviour
continued to worsen. She began to be absent
frequently on Mondays or Fridays. The two-
hour lunch periods became standard, and her
work performance began to deteriorate. In
addition, Khan began to suspect that Renu was
drinking heavily, due to her appearance some
mornings and behaviour after her two-hour
lunches. Khan decided that she must confront
Renu with the problem. However, she wanted
to find a way to help her without losing a
valuable employee. Before she could set up a
meeting, Renu burst through her door after
lunch one day and said :

“I want to talk to you Mrs. Khan”

“That’s fine,” Khan replied “Shall we set a

convenient time ?”

P. T. O.
 [6] MMPC-001

“No ! I want to talk now.” “OK, why don’t you

sit down and let’s talk ?”

Khan noticed that Renu was slurring her words

slightly and she was not too steady.

“Mrs. Khan, I need some vacation time.”

“I’m sure we can work that out You’ve been

with the company for over a year and have two
weeks vacation coming.”

“No, you don’t understand. I want to start it

tomorrow.”

“But, Renu, we need to Plan to get a temporary

replacement. We can’t just let your job go for
two weeks.”

“Why not ? Anyway anyone with an IQ above 50

can do my job. Besides, I need the time off.”

“Renu, are you sure you are all right ?”

“Yes, I just need some time away from the job.”

Khan decided to let Renu have the vacation,

which would allow her some time to decide
what to do about the situation.
 [7] MMPC-001

Khan thought about the situation the next

couple of days. It was possible that Renu was
an alcoholic. However, she also seemed to have
a negative reaction to her job. May be Renu was
bored with her job. She did not have the
experience or job skills to move to a different
types of job at present. Khan decided to meet
with the Personnel Manager and get some help
developing her options to deal with Renu’s
problem.

Questions : 40

(i) What is the problem in your opinion ?

Elaborate.

(ii) How would you explain the behavior of

Renu and Mrs. Khan ? Did Mrs. Khan
handle the situation timely and properly ?

(iii) Assume that you are the Personnel

Manager. What are the alternatives
available with Mrs. Khan ?

(iv) What do you consider the best alternative ?

Why ?
MMPC–001

P. T. O.