Jitendra P.

Lodhanvadra CASE-1 Deepak mathur, the founder and chairperson of airway express, has been hailed in his attempt to build a more human organization. But his leadership was changing as the organization grew. Managers at airways express had a distinct managerial style: hard working, but giving employees a great variety of tasks. Thus, pilots help out in handling the baggage. Even top executives rotate from job to job to learn the major aspect of business. Fulltime employee must buy stock in the company, although they receive a large discount. After the company expanded and experienced its first losses, its emphasis on participative management changed. With the acquisition of first airlines pvt. Ltd., airways express became the fifth largest airline in the country- only 5 years after its formations in 1990. With its growth however, the firm changed its character from a family style organization to a more traditional one. Critics maintain that within the company it is even risky to ask unpopular questions. One of the original managing directors, priyanka tondon, who was one of the architects of lifetime employment at airway express, was unexpectedly fired. She thinks now that asking mathur challenging question was risky and probably was a mistake. other director, Amit saxena, who did not like being told that he had to be at work from 7.00 am to 8.00 pm regardless of work load, quit and formed his own airline ( janata airways Pvt. Ltd.) applying many of airways expresss managerial practices.

Questions:1. What do you think of mathurs way of firing an officer, although the company has an implied policy of great job security? 2. Should a company be managed the same way regardless the same way regardless of its size or its profitability

SUMMARY CASE-1 Deepak mathur, the founder and chairperson of airway express, has been hailed in his attempt to build a more human organization. All employees are expected to participate in various tasks and top executive also rotate from job to job to learn major aspect of business. Company became 5th largest airline in India after acquisition of First airline Pvt. Ltd., and changed from family style to traditional organization. Managing director, Priyanka tondon was fired because of asking unpopular and challenging question to Mathur. Another director, Amit saxena, formed his own airline applying managerial practices of airways expresses.

CASE-2 A unique Training Program at UPS Mark Colvard, a United Parcel Manager in San Ramon, California, recently faced a difficult decision. One of his drivers asked for 2 week off to help an ailing family member. But company rules said this driver wasnt eligible. If Colvard went by the book, the driver would probably take the days off anyway and be fired. On the other hand, Colvard chose to give the driver the time off. Although he took some heat for the decision, he also kept a valuable employee.

Had Colvard been faced with this decision 6 months earlier, he says he would have gone the other way. What changed his thinking was a month he spent living in McAllen, Texas. It was part of a UPS management training experience called the Community Internship Program (CIP). During his month in McAllen, Colvard built housing for the poor, collected clothing for the Salvation Army, and worked in a drug rehab Center. Colvard gives the program credit for helping him empathize with employees facing crises back home. And he says that CIP has made him a better manager. My goal was to make the numbers, and in some cases that meant not looking at the individual but looking at the bottom line. After that one month stay, I Immediately started reaching out to people in a different way. CIP was established by UPS in the late 1960s to help open the eyes of the companys predominantly white managers to the poverty and inequality in many cities. Today, the program takes 50 of the companys most promising executives each summer and brings them to cities around the country. There they deal with a variety of problems from transportation to housing, education, and health care. The companys goal is to awaken these managers to the challenges that many of their employees face, bridging the cultural divide that separates a white manager from an African American driver or an upper-income suburbanite from a worker raised in the rural South.

1. Do you think individuals can learn empathy from something like a 1-month CIP experience? Explain why or why not. 2. How could UPSs CIP help the organization better manage work life conflicts? 3. What negatives, if any can you envision resulting from CIP?

SUMMARY CASE-2 Mark Colvard, a United Parcel Manager in San Ramon, California, faced a difficult decision. One of his drivers asked for 2 week off to help an ailing family and rules said this driver wasnt eligible. but Colvard chose to give the driver the time off. And say that what changed his thinking was a month he spent living in McAllen, Texas. It was part of a UPS management training experience called the Community Internship Program (CIP), which help open the eyes of the companys managers to the poverty and inequality in many cities. The companys goal is to awaken managers to the challenges that many of their employees face, bridging the cultural divide that separates manager from an African American driver or an upper-income suburbanite from a worker raised in the rural South.

CASE-3 James emery is the father of four children. He was raised in a hardworking immigrant family. His needs for achievement and power were developed while he was growing up. Now he finds himself in low paying, dead-end assembly line job with a large manufacturing firm. It is all he can do to get through the day, so he has started daydreaming on the job. On payday he often goes to the tavern across the street and generally spends a lot of money. The next day he is not only hung over but also very depressed because he knows that his wife cannot make ends meet and his children often go without the essentials.

Now he cannot take it any longer. At first he thought of going to his boss for some help and advice, but he really does not understand himself well enough, and he certainly does not know or trust his boss enough to discuss his problems openly with him. Instead, he went to his union steward and told him about his financial problems and how much he hated his job. The steward told james exactly what he wanted to hear. This darn company is the source of all your problems. The working conditions are not suited for slave, let alone us. The pay also stinks. We are all going to have to stick together when our present contract runs out and get what we deserve better working conditions and more money Questions: 1. Do you think the real problems facing james are working conditions and pay? Why or why not?

SUMMARY CASE-3 James emery was raise in a hardworking immigrant family but find himself in a lowpaying and, dead end assembly job in manufacturing firm. On payday he spends a lot of money at tavern across the street. On the next day he is hung over and very depressed for the reason that his wife cannot make ends meet and children go without essentials. For solution he thought of going to his boss for some help and advice, but he does not know or trust his boss enough to discuss his problems openly with him and went to his union steward to told problems. The steward told james exactly what he wanted to hear. This darn company is the source of all your problems. The working conditions are not suited for salve, let alone us. We are all going to have to stick together when our present contract runs out and get what we deserve-better working conditions and more money.