TATA NANO-PEOPLESCAR

The tale of the creation and design of the Nano is one of innovation and ingenuity, both inside and outside Tata's own organization. The introduction of the Nano received media attention due to its targeted low price. The Nano which had its grand entry in the Indian market paid off the hard efforts of its creators. Creation of this small car had its very own problem ?????

In 2003, a BBC report revealed that Coca-Cola was distributing improperly treated sludge containing toxic carcinogens and heavy metals like cadmium and lead, as fertilizer to farmers in the region. Coca-Cola shut down this plant in March 2004 owing to mounting pressure and decided to shift its operations. In addition to these accusations, in 2003, the Center for Science and Environment (CSE) made public the findings of its study wherein it reported that the products of both Coca-Cola and PepsiCo Inc. (Pepsi) that were sold in India, had a cocktail of harmful pesticide residues in them . In an official statement, Coca-Cola denied that it had used death squads in Colombia. The company said that two judicial investigations in the country had not found any evidence in support of such allegations. Coca-Cola also claimed that there was no evidence linking it or its bottlers with the groundwater problems at its factory locations in India.

Disney is most notable known for theme parks. Having

destinations around the world, Paris, China, Japan, and the United States, these theme parks play a critical role in Disneys profitability. Currently, Disney is planning on laying-off, though the current number is undisclosed. They employ around 80,000 people in their parks; in the month of January they bought out 600 executives. Currently, the economic recession has limited families to expend much of their income on vacations. Oil and energy prices have also fluctuated, which contributes to the dwindling number of visitors. Disney has special interest in natural gas and petroleum. Also, profits for the December 2007 were down 24% in the parks. Currently, the economy is slowing down the sale of both of these goods, even though demand is still relatively high.

Chapter 2: Problem Solving and Decision Making Contents Common problem areas for managers Problem solving and the management process. Recognition: Key to solutions Approaches to problem solving: Potential problem analysis.

2.1 common problem areas for managers

Costs Decision-making Employee training Financing Information distribution Markets Morale Plant location Pricing Products & services Quality control Social Recruitment & responsibilities selection Sales effectiveness Reports Supervising Wage & salary administration Waste elimination.

2.2 Problem Solving And The Management Process

1.Recognition of the problem:

2.Categorizing the problem:

2.3 Approaches to management problem solving

DESIRED RESULTS MANAGEMENT PROBLEMS CREATIVE

ROUTINE

SCIENTIFIC

DECISIONAL

QUANTATIVE

Employees coming late.

Reordering of raw materials.

Delays in supplies and payment. .

ROUTINE Traditional Standard operating procedures Abide by superiors order

SCIENTIFIC Identify the proposition Machine breakdown. Acquire preliminary observation about the Quality problems. proposition Investigate proposition thoroughly, using both Product design current knowledge and controlled experiments Manufacturing defects. Classify data obtained State tentative answer to proposition Adjust and state answer to proposition.

DECISIONAL Selection of employees. State desired result Finalization on products/ plant/ machinery/ State the problem supplies. List the alternatives Evaluateof probable of each Selection market outcomes place. alternative in terms of critical factor Select best alternative Implement selected decision

CREATIVE Identify and state the problem Prepare for by acquiring Change in creativity organization structure. needed raw material Team building & co ordination.\ Encourage idea fluency to take place Conflicts among employees. Permit illumination of new idea Verify and evaluate the proposed answer Lack of creativity. Apply the recommended answer

QUANTITATIVE Formulate the problem Sales turn over. Build a mathematical model to represent the system under study Low yearly profits. Derive the answer from the model Test the model and answer derived to ensure its High employee attrition rate. practically Place needed constraints over use of model and answer Implement the solution

2.4 Potential Problem Analysis

1. list all the major potential problems you think might arise from the proposed action 2. Describe each potential problem. 3. The classification of potential problems by their degree of risk is suggested. 4. For each high risk problem, identify its possible causes 5. Assess the probability of occurrence for the causes of each major potential problem 6. Decide how to handle the most serious potential problems

2.5 Possible managerial actions to solve management problems arranged by fundamental functions of the management process
C. Actuating A. Planning 1. Leading 1. objectives of individuals. 2. Developing & evaluating employees. 2. objectives of enterprise 3. Fulfilling personal needs through work 3. Policies covering authority, satisfaction. prices 4. Job enrichment & enlargement. 5. Supervising. attitude towards competition. D. Controlling 4. Procedures 1. Establishing Standards of 5. Internal programs. performances. B. Organizing 2. Measuring work performance. 1. Span of authority. 3. Improving rate of return on investment. 4. Developing adequate budgeting. 2. Delegation of authority 3. Use of staff & service group. 5. Employing better cost & quality controls. 4. Informal groups. 5. Integration of structural activities.

Conclusion
Good management is the art of making problems so interesting And their solutions so constructive.. that everyone wants to get to work and deal with them

:-Paul Hawken

 Thank you.