Composite Questions - All Nine Cases

Some indicative Questions for discussion in the class: all 9 cases
1&3. North Delhi Power Ltd.: Dynamics of Change
1. What were the key HR issues to be handled at the time of the takeover? Examine the
role played by NDPLs HR department in attending to them?
2. What HRM strategy has NDPL been using for realizing its vision? And, how does it
look at IR
issues in this regard? Support your answer with examples.
3. Which hard and soft HR interventions were used by NDPL?
4. What factors led to the transformational change in this case?
5. What role was played by the leadership in the turnaround?
6. In view of the case developments, what challenges does NDPL face ahead and what
course of action will you decide for a speedier change towards the companys vision?
7. What lessons in people management do you learn from this case?
2. Blinds to Go: Staffing a Retail Expansion
1. What is the nature of the key problems that BTG is facing?
2. Analyze the causes of the low retention rate of BTG.
3. In what way can BTG improve its staffing practices?
4. Make an action plan to provide a sustainable solution to the retention problem in this
case.
4. Rob Parsons at Morgan Stanley (A)
1. What are the key HR issues in this case; and what are the causal roots of the main
problem?
2. Should Rob Parson be promoted as per the promise given to him? Analyze all
implications.
3. What can possibly be done to resolve this problem, if at all?
1
4. What do you learn from this case?
5. Eyes of Janus: Evaluating Learning & Development at Tata Motors
1. What challenges does Tata Motors face, and how far can learning & development provide
a solution in this regard?
2. In view of this case analyze how organizations can enhance skills and build a learning
organizational culture?
3. How will you measure ROI of various learning initiatives at Tata Motors Academy?
4. Is it justified to measure ROI on training given the limitations of quantifications?
5. In view of the way the Tata Motors Academy has been functioning, in what ways can its
working be improved?
6. Southwest Airlines: Using Human Resource for Competitive Advantage (A)
1. What are the key HR issues in this case? Do they reflect functional HR or strategic HR?
2. Analyze the sources of Southwests competitive advantage? Which of the unique features
of Southwest are difficult to copy by the competitors and why?
3. What is the contribution of the people department in the success story of Southwest?
4. For what reasons, Southwest Airlines is an employer of choice?
5. What lessons can managers in all functional areas learn from this case?
7. People-Management Fiasco at Honda Motorcycles and Scooters India Ltd, (HMSI)
1. What do you think were the principal causes of the trouble that HMSI faced?
2. What do you think were the major concerns of the employer, employees, the union, and
the Central & State
Government?
3. What do you think have workers gained and what were their sources of strength?
2
4. What challenges does HMSI face now, and what people-management strategy should it
adopt so as to march towards its vision?
5. What lessons in employee relations do you learn from this case?
8. A Popular HR Chief Burned to Death: People Management Dynamics at the Indian

subsidiary 8 Suzuki Ltd. (MSIL)
1. Why did the Manesar workers not accept membership of MUKU and undertake such a
grave risk of espousing conflict with the management which eventually led to a
disastrous situation for workers as well the management?
2. What are the causal roots of the massive violence of July 18, 2012 leading to the
breakdown of IR at the Manesar plant? Why you think Awanish Dev was killed despite
being a popular HR chief of the Manesar plant
3. What role was being played by the state and its agencies (including the conciliation
machinery) in this dispute, and why?
4. What should MSIL do for workers engagement and a sustainable labour-management

cooperation at the Manesar plant?
5. What lessons in employee relations do you learn from this case?
9. RDI International
1. Do you think that RDI is justified in its pleading that it was a charitable organization and
therefore can not be treated as an industry under the Industrial Disputes Act, 1947?If the answer
to the above question is no, out of many categories of persons working in RDI which ones are
workmen under the IDA and why?
2. What is the legal position of these different categories of employees in view of the structure
and contents of the IDA?
3. Can the union raise a dispute for reinstatement of the research investigators and managers?
4. Did the works committee have the jurisdiction to discuss the dispute in question? What role is
expected of a works committee under the IDA?
5. Was the registrar of trade union right in registering the trade union of the employees of RDI?
3
6. What action should the management take on the gherao of a manager by the employees?
7. Can the management sue the union activists for the loss of rupees 50 million that RDI suffered
due to the supposedly unjustified strike led by them?
8. If you were the CEO of RDI, how would you have handled the situation so as to prevent the
tension that had arisen in this NGO?

Composite Questions - All Nine Cases

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Composite Questions - All Nine Cases

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Some indicative Questions for discussion in the class: all 9 cases

1&3. North Delhi Power Ltd.: Dynamics of Change

3. Which hard and soft HR interventions were used by NDPL?

4. What factors led to the transformational change in this case?

5. What role was played by the leadership in the turnaround?

7. What lessons in people management do you learn from this case?

2. Blinds to Go: Staffing a Retail Expansion

1. What is the nature of the key problems that BTG is facing?

2. Analyze the causes of the low retention rate of BTG.

3. In what way can BTG improve its staffing practices?

4. Rob Parsons at Morgan Stanley (A)

3. What can possibly be done to resolve this problem, if at all?

5. Eyes of Janus: Evaluating Learning & Development at Tata Motors

4. Is it justified to measure ROI on training given the limitations of quantifications?

6. Southwest Airlines: Using Human Resource for Competitive Advantage (A)

4. For what reasons, Southwest Airlines is an employer of choice?

7. People-Management Fiasco at Honda Motorcycles and Scooters India Ltd, (HMSI)

5. What lessons in employee relations do you learn from this case?

8. A Popular HR Chief Burned to Death: People Management Dynamics at the Indian

4. What should MSIL do for workers engagement and a sustainable labour-management

5. What lessons in employee relations do you learn from this case?

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