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Management Case Study Question Bank

The document is a management case study question bank covering six units, each addressing key management functions such as planning, organizing, directing, controlling, and recent trends in management. Each unit presents a specific case scenario with questions aimed at identifying problems, applying management theories, and suggesting improvements. The combined case study emphasizes the comprehensive application of management principles in a real-world context.

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129 views3 pages

Management Case Study Question Bank

The document is a management case study question bank covering six units, each addressing key management functions such as planning, organizing, directing, controlling, and recent trends in management. Each unit presents a specific case scenario with questions aimed at identifying problems, applying management theories, and suggesting improvements. The combined case study emphasizes the comprehensive application of management principles in a real-world context.

Uploaded by

aditichavan065
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

MANAGEMENT CASE STUDY QUESTION BANK (UNITS 1–6)

UNIT 1: OVERVIEW TO MANAGEMENT – BIG CASE STUDY QUESTION

Ramesh is the General Manager of a traditional manufacturing company. For many years,
the company followed strict rules, centralized decision-making, and close supervision.
However, productivity has declined, employees feel dissatisfied, and labour turnover has
increased. Workers complain that management focuses only on output and ignores their
social and psychological needs. There are no standard work methods, training programs, or
incentive schemes.

Questions:
1. Identify the major management problems in the above case.
2. Explain how Taylor’s Scientific Management, Fayol’s Principles of Management, and Elton
Mayo’s Hawthorne Experiments can be applied.
3. Suggest suitable measures to improve efficiency and employee morale.

UNIT 2: PLANNING – BIG CASE STUDY QUESTION

GreenGrow Ltd. planned to launch organic food products in the Indian market. The
company invested heavily but failed due to poor demand forecasting, lack of competitor
analysis, and absence of coordination between departments. No alternative plans were
prepared.

Questions:
1. Identify the planning deficiencies.
2. Explain the planning process and steps ignored.
3. Apply Porter’s Competitive Advantage Model.

UNIT 3: ORGANISING – BIG CASE STUDY QUESTION

TechSpark Solutions expanded rapidly and hired employees across different locations.
Authority relationships were unclear, employees reported to multiple managers, and
responsibilities overlapped.

Questions:
1. Identify organising problems.
2. Explain the process of organising.
3. Suggest a suitable organisational structure and span of control.
UNIT 4: DIRECTING – BIG CASE STUDY QUESTION

A retail chain experienced low employee motivation, poor customer service, and high
absenteeism due to lack of leadership, motivation, and communication.

Questions:
1. Identify missing elements of directing.
2. Explain leadership, motivation, communication, and supervision.
3. Suggest suitable directing techniques.

UNIT 5: CONTROLLING – BIG CASE STUDY QUESTION

Omega Industries noticed increasing production costs and declining profits. Performance
was not regularly measured and corrective actions were delayed.

Questions:
1. Explain the need for controlling.
2. Describe the controlling process.
3. Suggest control techniques.

UNIT 6: RECENT TRENDS IN MANAGEMENT – BIG CASE STUDY QUESTION

After COVID-19, GlobalServe Pvt. Ltd. adopted remote work and international operations
but faced cyber risks, stress, and crisis situations.

Questions:
1. Identify recent trends in management.
2. Explain their importance.
3. Suggest suitable measures.

COMBINED BIG CASE STUDY QUESTION (UNITS 1–6)

Prakriti Creations Pvt. Ltd. promotes Indian handloom and handicraft products. The Branch
Manager studies demand, plans product mix, organises teams, motivates employees,
reviews performance, and adopts CSR, remote work, risk and crisis management practices.

Questions:
1. Explain the functions of management highlighted.
2. Identify the level of management involved.
3. Discuss planning and organising decisions.
4. Examine directing and controlling.
5. Explain recent trends in management.

Common questions

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Recent trends include remote working, international operations, cyber risk management, and stress management. These trends are essential for enhancing global competitiveness, protecting data integrity, and ensuring employee well-being .

Effective planning allows Prakriti Creations to anticipate market demand and align product mixes with CSR objectives. Organizing ensures efficient team structures and processes are in place to manage risks and implement CSR initiatives successfully .

A robust controlling process allows Omega Industries to regularly measure performance, identify cost-draining inefficiencies, and take timely corrective actions, thus preventing profit erosion and ensuring sustainable operations .

GreenGrow Ltd. disregarded significant steps such as conducting a thorough market analysis, setting realistic objectives, developing detailed strategies, coordinating interdepartmental efforts, and preparing contingency plans to manage unexpected challenges .

Prakriti Creations integrates remote work by leveraging digital tools to maintain productivity and communication, while risk management is addressed through developing crisis response plans and employing practices that protect against operational disruptions .

Missing elements include leadership, motivation, communication, and supervision. Effective leadership inspires trust, motivation enhances commitment, communication ensures clarity, and supervision guides performance, thereby improving motivation and customer service .

The major management problems include strict adherence to outdated management practices, centralized decision-making leading to slow responses, lack of focus on employees' social and psychological needs causing dissatisfaction, high labor turnover, absence of standard work methods, no training programs, and lack of incentive schemes .

The key deficiencies included inadequate demand forecasting, lack of competitor analysis, poor departmental coordination, and the absence of alternative plans, leading to an unsuccessful product launch .

Taylor's Scientific Management can be applied by developing standard work methods and incentive schemes to increase efficiency. Fayol’s Principles could guide decentralizing authority and improving supervision practices. Elton Mayo’s Hawthorne Experiments suggest focusing on employees’ social conditions to boost morale .

TechSpark faced unclear authority relationships, multiple reporting lines, and overlapping responsibilities. Resolutions include clarifying authority lines, establishing a clear organisational structure with defined roles and a suitable span of control to improve efficiency .

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