Case method, the most widely used tool in management courses, is a natural vehicle for deepening our understanding of the subject matter. Management and management education, being dynamic, case method of instruction continues to evolve and adapt. The book gives a background and then provides history of case method with an introduction to case method of instruction – this is for anyone who needs to know how to use case method. Given the state of the management education arena today, this could mean just about anyone, including people that are new to management or even teaching. Corporate and worldwide cases included in this book are based on real business situations and secondary published sources of data and reports. However, the names of the organizations and the individuals described in some of the cases have been changed based on request to protect their identities. Necessary camouflage, theory and situations are added to some of the cases to make them more analytical and to ensure higher degree of learning value. To aid better, there is a case matrix for quick access to pick out a case for teaching or learning. It is like a ready reckoner to facilitate in realizing the interdisciplinary and interrelatedness of subjects and the need to have understanding of disciplines dependency for better decision-making. Subsequent to this case matrix, there are more than 75 cases covering different areas. Contents - 1. Air Conditioning the Restroom 2. Employees’ Indiscipline 3. Demotivated Sales Force 4. Personality 5. Motivation at Work 6. Retaining a Performer 7. Beauty Products 8. The Incident of Poison 9. Stores Catches Fire 10. Organizational Communication 11. Appraisal Systems 12. Budgeting vs. Organizational Change 13. Cultural Issues / Concepts 14. Delayed Deadlines 15. Employee Satisfaction Survey 16. Future Strategy 17. Global Gambit 18. Harvesting Training 19. Inflation Accounting 20. Judicious Strategy and Structure 21. Kaizen Issues 22. Loyal Customers 23. Marketing Strategy – Brand Management 24. New Strategic Direction 25. Owning the Market 26. Profiting from People Management 27. Globalization Development – India 28. Ethics and Social Responsibility – Saudi Arabia 29. Organizational Cultures and Diversity – Japan 30. Cross Culture Management – China 31. Motivation across Cultures – Singapore 32. Leadership across Cultures – Germany 33. General Motors Limited – Hummer 34. Microsoft Corporation 35. Toyota Corporation 36. Tata Consultancy Services 37. Bharat Sanchar Nigam Limited 38. The General Electric Company 39. Google Inc. 40. Nokia Corporation Limited 41. Ranbaxy Pharmaceuticals Limited 42. ICICI Limited 43. TATA Motors 44. Wal-Mart 45. Lonavala Chikki – Cluster Development 46. Life Insurance Corporation 47. GTB-UTI Bank Merger 48. AMUL – Diversification Strategy 49. Suzlon Limited 50. Bharti Airtel – Innovation that Matters 51. Globality Criterion 52. Oman Air: Challenges of Repositioning 53. Achelis’s – A Vision for the World of Financing 54. Real Estate – Dream Houses 55. Shell Oman Marketing 56. Health Care – Metropolis Labs 57. Essence of Enterprise 58. Sustainable Development – Carrefour 59. Ramoji Film City 60. Marketing as Enterprise 61. The Break-up Despair 62. Creating New Markets 63. Reva Electric Car Mass Production Pioneer 64. The Recall of Coke 65. Global Music Industry Crisis 66. Corporate Governance Proponent 67. People Problems Pique Bata India 68. Restructuring HP 69. Investors’ Dilemma and Buyback of Shares 70. Market Leader Capsized 71. Software Technology Parks in India 72. NTPC (Former National Thermal Power Corporation) 73. Oil and Natural Gas Commission (ONGC) 74. Launching a New Product Range 75. Partnership in Action 76. Corus Overcoming Barriers to Change 77. Business Ethics and Sustainability Further Readings

The book 'Managing TwentyFirst Century Organisation' aims at creating a cohesive understanding of various aspects of management that are essential to run an organisation in the present century. Quality has become the watchword of all activities of an organisation. Developments in the fields of engineering and information technology have made `Quality` the slogan of the century. Developments in the field of information technology have changed the attitude, mindset, aspirations and expectations of managers, employees, government and the society. Thus, we have to build up such managerial cadre that will satisfy, conflicting demands of various requirements of the organisation. The first chapter discusses various theories of management. The objectives is to bring home to the reader the realization that the role, functions and objectives of management have changed with changes in circumstances. This chapter creates the background against which the role that the management has to play in the present century organisation can be better understand and practices. The next four chapters discuss various approaches to quality management and how corporations can introduce these in their activities. The success of the organisation in a achieving its objective depends upon its efforts in choosing bench-marked performers, analyzing ingredients of their performance and practicing them in own organization to its last letter. Employees of the twenty first century organisation are knowledge workers; they are associates. Management has to create, collect, store and disseminate knowledge in the organisation so that it is readily available to the associates who need to us it to make their function world class. This is what we by Intellectual Capital. Knowledge workers and intellectual capital are important in the present century because organisation of today are people centered. The seventh and eighth chapters discuss these two aspects. Organisations, in present times, have to focus their total attention on improving their competitiveness by developing core process, core skills, core products and core organisation. This will enable the organisation to achieve leadership. World leader organizations have developed are competence in each aspect of their activities. Chapter nine is devoted to discussion developing a core competence of the organisation. Management of an organisation is accountable for achieving total quality in its activities. This principle of accountability is the foundation of corporate governance Management must satisfy all the stake holders-shareholders, managers, employees, customers, government and the society. It must conduct its activities in such a way that all are treated equally. Its activities must be transparent and beyond doubt. This makes the organisation-a leader organisation. The eleventh chapter summaries this discussion of development of management to run twenty first century organisation. Contents : 1. Development of the Concept of Management 2. Total Quality Management 3. Supply Chain Management 4. Six Sigma Management 5. Benchmarking 6. Relationship Marketing 7. Knowledge Management 8. Intellectual Capital 9. Core Competence 10. Corporate Governance 11. We Will Manage This Way

Organisation Structure and Management is a comprehensive text UG level management and social science students. The book adders on the core theories of organization structural and management decision-making. The presentation of this book has been made deliberately simple and lucid to help student to understand the theories and its possible application. Adequate corporate example while elaborating on the theories issues make students to enjoy its reading. It is expected that this book will receive wide acceptance from the students and teachers, because of its wide coverage in reader friendly style. Book Content of Organisational Systems, Design, Structure and Management 1. Introduction to Organisational Systems, Structure and Design 2. Introduction: Concepts, Nature, Process and Significance 3. Evolution of Management Thought 4. Forms of Organisation 5. Organisational Planning 6. Organisational Structure and System 7. Staffing in Organisations 8. Directing in Organisation - Employee Motitation 9. Directing in Organisation - Leadership 10. Directing in Organisation - Communication and Negotiation 11. Co-ordination 12. Organisation Control 13. Technology Management in Organisation 14. Technology and Culture in Organisation 15. Globalisation and Business Organisations 16. Organisation Development and Culture 17. Introduction to Case Study 18. Final Questions

The field of management has undergone revolutionary changes from the period of F.W. Taylor- The Father of Scientific Management to the period of Peter Drucker-The Father of Modern Management. The world has changed, is changing and will continue to change. The dynamic nature of today's organisations means both rewards and challenges for those individuals who will be managing those organisations. Management is a dynamic discipline and demands on today's managers go well beyond the techniques and ideas traditionally taught in management courses. Traditionally, management has been viewed as controlling people, enforcing rules and regulations, designing a top-down hierarchy of authority to direct people, seeking stability and efficiency and achieving results through employees of the organisation. Today management means many things. It includes leadership, corporate culture, business strategy, organisation design, motivation, ethics and corporate social responsibility. The emerging paradigm emphasies that today's managers need a variety of skills to understand human behaviour, communicate with people, motivate employees, adapt to changes, manage new technologies and so on. The guiding principles for managers include teamwork, collaboration, participation and learning that help them and employees to perform successfully in today's complex, dynamic business environment. Managers and organisations must perform well in terms of cost quality. speed and innovation in order to deliver value to the customer and gain competitive advantage to themselves and to their organisations. The keys to an organisation's effectiveness and competitiveness are its employees. Therefore, students of management programs need to study not only the traditional management concepts and the principles and techniques of management, but also the concept of human behaviour at work, which is referred as 'organisational behaviour'. Organisational behaviour- the study of human behaviour, attitudes and performance in organisations-provide value addition to the knowledge of individuals and teams at all levels of the organisations. This book focuses on the syllabus of the subject titled 'Managing Organisations' for the 1st semester students of MBA program of Visveswaraiah Technological University-Karnataka State and provides the basic knowledge of principles of Management and Organisational behaviour. Contents - Module 1 : Introduction to Management Module 2 : Planning and Organising Module 3 : Controlling Module 4 : Introduction to Organisational Behaviour Module 5 : Foundations of Individual Behaviour Module 6 : Motivation and Leadership Module 7 : Group Behaviour Module 8 : Organisational Culture Module 9 : Case Analysis Annexure - 1 : Self-Assessement Exercises : Objective Questions Annexure - 2 : Self-Assessment Exercises : Management Skills Annexure - 3 : Self-Assessment Exercises : Assignments Glossary

Professor Chakraborty has made a profound contribution to the art and science of Management Development with the publication of Foundations of Management work: Contributions from Indian Thought. He goes deep into the causes for the solutions to organizational problems. It is the courage to go deep, to essential cause that sets this book apart. The book is a call to Indian managers to return to their sadhana. To turn to spiritual practice to develop themselves. To raise their consciousness. All management, Professor Chakraborty correctly notes, is finally subjective. Therefore, the cultivation and purification of man`s inner field, the realms which subjective decision are made, is central to effective management. Contents : I Value Perspectives and Transformational Psychology for Management 1. Human Resource and Rat Race or Human Response and Human Race 2. Value for Indian Managers; some Vintage Insights 3. Managerial Style in Quest of Value : The Indian Stimulus 4. A Budding Manager`s Guide to Progress: Illusion and Reality II Work and Quality of work-Life Through Transformational Psychology 5. The Will-To-Yoga and Quality of Work-Life 6. Foundations of Work-Culture : The Indian Perspective 7. Work and Man : An Imaginary Dialogue 8. Guna Dynamics and Transactional Analysis-A Comparative Review 9. Organizational Reality in India : Some Introspection 10. Management Thinking in India The Sociological Perspective : A Close Look 11. Will-To-Yoga and Quality of Work-Life Revisited III Transformation Psychology In Action 12. Management of Stress and Trans-Empirical Psychology : A Few insights 13. Leadership and organized Teamwork in India : Some Glimpses into the Past and the Future 14. Creativity : Brain Storming or brain-stilling? 15. Work-culture and selfishness : The Indian Dilemma and Response 16. Attitude Change and Meditational Psychology

This book of ‘Cases in Indian Management: A selection’ is an outcome of the demand for case studies which meet specific requirements – both for teaching and learning. It is aimed at bridging the current gap for substantive cases, especially for higher management programmes. A brief introduction to the use of case study approach both for teaching and learning is included for the reader to grasp what is necessary for using cases for teaching as well as for writing case analysis paper. Contents : An Essential Part of Case Study Approach 1. Information and Library Services – A Problem of Resource Allocation 2. Demand Forecasting 3. The Indian Aviation Sector 4. Jagrut Grahak Mandal, Patan 5. Succession Planning in Family Business – The Gender Angle: The Case of Mehta Steel 6. New Corporate Initiatives in Indian Agriculture 7. MTNL at a Crossroad 8. The Dabbawallas of Mumbai

This volume II of 'Cases in Indian Management' is the result of strong favourable feedback received about the acceptance and usefulness of the first volume brought in January 2008. Since the introductory chapter on `What is a case study and how to use the case study approach` was useful for those teaching and using, I have included the same in this volume for ready reference. I have in spite of request from certain quarters, deliberately decided not to provide indicative solutions to the questions set at the end of each case, as it mars forward thinking on the part of the users. Volume II has 8 Cases like the first volume. Case 1 by B.A. Chansarkar, deals with project planning. Case 2 by A. Rangnekar, deals with business entry strategy of an international firm. Case 3 by R. Chaturvedi, deals with public sector companies in competitive environment. Case 4 by A. Rangnekar, deals with local brand leading to a national brand. Case 5 by S. Pande, deals with performance management system. Case 6 by A. Rangnekar, deals with family business and turnaround strategy. Case 7 by S. Tombri, deals with brand development for a new entrepreneurial company and finally. Case 8 by A. Pandit, deals with resolving financial dilemma for a company in a declining global market. All cases were prepared as a basis for classroom discussion only; not to illustrate the effective or ineffective handling of management or business situations. Contents : An Essential Part of Case Study Apporach 1. Rajesh Plans for a Doctoral Programme 2. McDonald`s India Entry Strategy 3. Public Sector Companies in Competitive Environment (BSNL in Competitive Environment − Telecom Sector) 4. Ghari Detergent − From No One to Number One 5. Different Strokes for Different Folks! Case Study on Performance Management System 6. Avantha Group − Family Business and Turnaround Strategy 7. Brand Challenges for Koli`s Fresh Catch 8. ABC`s Financial Dilemma

This Volume III of 'Case in Indian Management' departs from the previous Volumes I and II. The introductory chapter on ‘What is a case study and how to use the case study approach' is deleted. Further, I have deliberately included 2 cases: Case 8 'Door Step School' and Case 9, 'OLX – the Game Changer' to encourage post-graduate students in writing publishable case studies of good quality and standard. Volume III has 11 cases unlike the previous volume which had only 8 cases in each volume. Case 1: Ahluwalia's Distribution Problem B.A. Chansrakar Case 2: Visibly Wrong Acquisition R. Aurora Case 3: Sun Pharma- Strategies that Shine A. Rangnekar Case 4: Ingredients of a Successful Innovation R. Chaturvedi Case 5: Call Recall by General Motors G.C. Nag Case 6: Valuable Shirtings LTd. (VSL) – Financing of Business A. Pandit Case 7: E-tail in India – Fast Forward A. Rangnekar Case 8: Door Step School: Education moves to every DOORSTEP P. Bhonsle and S. Pawar Case 9: OLX – The Game Changer S. Maheshwari, K. Narsaria and M. Tyagi Case 11: Barefoot Enterprenumer K. Laghate Contents : 1. Alhuwalia’s Distribution Problem 2. Visibly a Wrong Acquisition? 3. Sun Pharma – Stratrgies that Shine 4. Ingredients of a Successful Innovation 5. Car Recall by General Motors in India 6. Valuable Shirtings Ltd. (VSL) – Financing of a Business 7. E-tail in India – Fast Forward 8. Door Step School: Education Moves on to Every DOORSTEP 9. OLX – The Game Changer 10. Genesis and Growth of IndiGo Airline- As an Aviation Leader 11. Barefoot Enterprenuer

This volume IV of ‘Cases in Indian Management’ like previous volume III, continues to include cases contributed by students. There was a considerable interest and response from the students, I have included two cases – Case 7 ‘Neptune Steel – The Director’s Cut’ and Case 10 ‘Gopal Snacks – A Success Story’. Contents - 1. Increasing Blood Supplies 2. Patanjali Ayurveda – Spiritual Commerce 3. Luxury in The Air – A Case of Air India 4. Flipkart and Myantra Merger 5. Rechargeable Hunter 6. OYO Rooms – Disruptive Innovation in the Hotel Industry? 7. Neptune Steel – The Director’s Cut 8. SABORO – Fruits Passionately Grown and Thoughtfully Picked 9. Gillette Guard – Indo-vation 10. Gopal Snacks – A Success Story

During the years since Independence, Indian organizations have evolved to adopt and implement management practices adhering to global standards. Today, many Indian organizations have a dynamic in industrially advanced countries, competing with the best-in-class organizations globally. For Indian companies to sustain their competitive advantage and gain a stronger foothold in the international business scenario, it is imperative for students (and future managers) to understand the fundamentals of management and how to act in organization clearly and imbibe the essence of Indian business practices. They need a textbook that will help them achieve this goal. It is designed to cater to the requirements of undergraduate and postgraduate students of management and all competitive levels. Written in accordance with the curriculum requirements of management courses, this book integrates theory with practice. This book is designed to provide a comprehensive introduction to the study of basic of management and organization and their management. In this textbook, different approaches have been discussed about management principles and their applications. The book provides detailed and exclusive research information and exposes the reader to the newest and distinct thinking in the field. Contents : Unit – 1 Management Unit – 2 Planning Unit – 3 Motivation Unit – 4 Organizational Behaviour Unit – 5 Attitude References