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    HRMC002 - 1

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    Sumit Singh
    Mr. Kulkarni was promoted to foreman of a production shop after years of outstanding work and promotions within the company. However, after he introduced changes like reallocating supervisor responsibilities and shifting operator machines and shifts, the supervisors gave him the silent treatment and operators started making mistakes, causing machine shutdowns daily and hurting production. Kulkarni's workshop ended up with the poorest production record in the plant by the end of the quarter due to issues arising from the changes he implemented.

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    HRMC002 - 1

    Uploaded by

    Sumit Singh
    1K views2 pages
    Mr. Kulkarni was promoted to foreman of a production shop after years of outstanding work and promotions within the company. However, after he introduced changes like reallocating supervisor responsibilities and shifting operator machines and shifts, the supervisors gave him the silent treatment and operators started making mistakes, causing machine shutdowns daily and hurting production. Kulkarni's workshop ended up with the poorest production record in the plant by the end of the quarter due to issues arising from the changes he implemented.

    Original Description:

    IMT Ghaziabad HRMC002 EXam Q and A

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    Mr. Kulkarni was promoted to foreman of a production shop after years of outstanding work and promotions within the company. However, after he introduced changes like reallocating supervisor responsibilities and shifting operator machines and shifts, the supervisors gave him the silent treatment and operators started making mistakes, causing machine shutdowns daily and hurting production. Kulkarni's workshop ended up with the poorest production record in the plant by the end of the quarter due to issues arising from the changes he implemented.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    1K views2 pages

    HRMC002 - 1

    Uploaded by

    Sumit Singh
    Mr. Kulkarni was promoted to foreman of a production shop after years of outstanding work and promotions within the company. However, after he introduced changes like reallocating supervisor responsibilities and shifting operator machines and shifts, the supervisors gave him the silent treatment and operators started making mistakes, causing machine shutdowns daily and hurting production. Kulkarni's workshop ended up with the poorest production record in the plant by the end of the quarter due to issues arising from the changes he implemented.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    Mr Kulkarni got a promotion last year and has been posted as a foreman in a production shop.

    before his promotion to the management cadre, he had been a supervisor for four years. his work
    for that job had considerably been outstanding. it may be recalled that Kulkarni joined the company
    as a trade apprentice. he did well in his training and his subsequent jobs. he rose to the job of a
    supervisor in about six years. his human relations are generally good. his colleagues had wished him
    well on his promotion. to improve the working of his shop, Kulkarni introduced some changes in his
    shop. he reallocated the responsibilities of the supervisors and changed the shifts and machines of
    some operators. he thought that this change would improve the working of his shop. however, from
    that time onwards Kulkarni began to have trouble as foreman. the supervisors in his shop gave him
    the silent treatment. the operators seemed to make mistakes even in doing simple things. every day
    there was a machine shutdown. by the end of the quarter, Kulkarni's workshop was showing the
    poorest production record in the whole of the plant.

    1. Kulkarni has Assumed that

    a. Worker and Supervisors are not single information and therefore divide of any group
    cohesiveness group think

    b. Supervisors would be comfortable with their enlargement

    c. workers possess theory X personality

    d. supervisors would be comfortable with the enrichment

    2. Supervisors were facing the problem of

    a. Re-structuring of the Job

    b. Group Cohesiveness

    c. Group think

    d. All of the above

    3. The Prominent error Kulkarni make is making the changes was

    a. unfreezing

    b. Refreezing

    c. Unfreezing and Refreezing

    d. none of these
    4. The problem shown in the case is of

    a. Group Dynamic

    b. Change

    c. Personality

    d. Perception

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