CBSE Class 12th Business Studies Worksheet - W7a

Free Business Studies - Class 12th (CBSE) - Worksheet - W7a - Directing

CBSE Class 12th is like a huddle race that every student wants to win.

However, only those pupils can win it who will practice it every day and with concentration.

For that matter, we are here to assist you.

So, are you feeling anxious about your CBSE class 12th board exams, or do you want to practice Business Studies case studies?

Well, you have visited the correct platform.

On this page, you can find several case studies (short and long) for practice and solve them. The first section is for short case studies, followed by long case studies.

Here are the quick details:

• Subject: Business Studies
• Class: 12th (CBSE)
• Chapter Name: Directing

Below is the content pattern:

• Short Case Studies
• Long Case Studies

CBSE Business Studies Case Studies for Chapter 7: Directing

Short Case Studies

Case Study 1

Classic Rocks is a pioneering advertisement-making company. Mr. Anuj is a dynamic manager who has recently joined the organisation. He receives complete support from top management. There is proper infrastructure, a planning mechanism, and subordinate support. He gives orders and ensures that the actual working of a new unit from the 1st of May. His schedule becomes very hectic.

The demanding work involves him almost throughout the day. He is busy giving meetings, talking to his subordinates or superiors, etc., throughout the day.

One day, he meets Mr. Vijay, who is working at the lower level management, though he himself is a part of the middle level management. He finds that even Vijay is involved in communicating and supervising his employees throughout the year, though he works at the lower-level management.

Similar is the case with his seniors working at the higher-level management. He feels relaxed after knowing this and continues his work with even more dedication.

1. Which function of management is highlighted in the above case?
2. Identify any two features of this function of management highlighted in the above case.

Case Study 2

Manav wanted to bring some changes to his company. One of those changes was the establishment of new software in the organisation. The software has the capability to judge the performance of all the employees. Thus, it makes them more accountable.

However, recently it has been observed that the employees disliked Manav’s decision. After a lot of thinking, one fine day, he decided to call a meeting to address their needs and resistance.

He told them that with the installation of the new software, their needs would be fulfilled, and the best-performing employee would be rewarded. Thus, he was able to bring down the resistance level of the employees.

1. Which concept of directing is applied by Manav in the above case?
2. Which one of the benefits of this concept has been highlighted in the above case?

Case Study 3

A company has a number of employees who don’t harbour good feelings for the organisation. They don’t care whether the organisation is progressing or not.

Some of them even have a negative attitude towards the management. When a local newspaper wanted to find out the reason for the declining productivity of the organisation, it was found that it was mainly due to the lack of any incentives in the organisation.

Employees were not awarded for increasing the output of the organisation.

1. What do you think needs to be done in such circumstances?
2. What could be the positive outcome of your step?

Case Study 4

Identify and state the Maslow’s needs applicable in the following cases of organisational set-up:

1. Virendra works in an organisation. He has been part of the organisation for the last 20 years. During all these years, in spite of his best performance in the organisation, he hasn’t yet reached the post of Vice-President.
2. Vandana works in a software firm. She goes to the office, which is situated at a distance of 20 km from her house. Her husband earns very well and is a pilot with a leading Airline. Though she belongs to a good-earning family yet she has decided to keep on going to her job, which she feels helps her gain acceptance in her social circle.

Case Study 5

Shyam Malik, the CEO of Care Hospitals, a leading chain of hospitals, decided to reward the good work of the doctors of this organisation. For this, he instituted two running trophies.

A Healthcare Achievers’ Trophy to acknowledge and appreciate the tireless efforts of the doctors who rendered selfless services to the patients, and another Beti Bachao Trophy to recognise the outstanding work done by the doctors in saving the girl child. He decided that all doctors must work in rural areas for atleast six months to improve health services.

1. Identify the incentive provided by Care Hospitals to its doctors through running trophies.
2. Which need of the doctors will be satisfied through the incentive identified in (i)? State.

Case Study 6

Mrs. Rani is working as the Human Resource Consultant in a firm that manufactures cosmetics. The company is facing a problem of high employee turnover.

The CEO of the company has invited suggestions from her for retaining the talented employees and reducing employee turnover.

Mrs. Rani recommends that the good employees be rewarded in a way that it creates a feeling of ownership among the employees and at the same time makes them contribute towards the growth of the organisation.

1. Identify the incentive and explain its type, which has been suggested by Mrs. Rani to the CEO of the company.
2. Also explain any two incentives of the same type.

Case Study 7

Manoj, a highly dedicated sales manager at Stellar Enterprises, consistently worked toward his sales targets with strategic planning and an enthusiastic approach. Recognised for his commitment and motivation, Manoj exceeded expectations by achieving his sales target one month before the deadline.

This impressive accomplishment not only highlighted his dedication but also inspired his team and motivated the organisation to achieve higher benchmarks. 

To honour his achievement, the company’s CEO decided to reward his diligence and hard work. Manoj’s success story was widely publicised as an example of dedication and hard work. 

Additionally, he was awarded with monetary incentives and recognition in the form of a ‘Best Performance’ certificate, which boosted his morale and reinforced the company’s culture of productivity and excellence.

1. Name the type of incentive provided to Manoj and identify the type of incentive.
2. List two other incentives of the type identified in (i).

Case Study 8

When Bhanupriya joined as the technical head of Logic Lotus computers, she was keen on increasing the productivity and profitability of the company. However, she observed that the employees were demotivated as no attention was paid to their work. Also, the workers were given little freedom to make decisions.

Bhanupriya decided to stimulate the employees by giving them T-shirts with their names on them. She also decided to include workers in work committees. This helped in improving the performance of the workers.

1. On the basis of the understanding of Maslow’s Need Hierarchy Theory of motivation, identify the human need that Bhanupriya has recognised in order to make the subordinates act towards the achievement of organisational goals.
2. Identify and explain two incentives that have been provided by Bhanupriya to improve the performance of the employees.

Case Study 9

Avni Enterprises organised a function for the employees. There were managers, supervisors, foremen, and others. Some of the employees were engaged in having conversations related to personal experiences, while others were discussing company experiences.

One of the supervisors wanted to give a suggestion to the manager of his department. But he could not do it because of official fear. In the function, the supervisor got an opportunity to give his opinion, which was appreciated by the manager. As a result, an appreciation letter was given to the supervisor. This motivated other employees as well.

1. Name the motivational method applied here.
2. List two more motivational methods of the same category.

Case Study 10

A reputed hostel, Gyan Pradan, provides medical aid and free education to the children of its employees. Which incentive is being highlighted here? State its category and name any two more incentives of the same category.

Case Study 11

In a renowned hospital with 100 beds, the CEO of the hospital congratulates the exceptionally performing employees by meeting in person. Sometimes the name of the employee of the month is displayed on the notice board at the main entrance along with his/her photograph.

Recently, the company went a step ahead and distributed T-shirts to the employees who have been among the top 3 performers.

On Employee Day every year, employees who contribute a lot are either rewarded or awarded.

1. In the above case, which type of incentive has been used by the company to improve employee performance?
2. Which type of incentive is this? Also, give the definition of this type of incentive.

Case Study 12

A popular magazine published an article on job cuts across the globe. It stated that due to reasons like cost-cutting, market conditions, and technological advancement, almost two lakh people in the IT sector have lost their jobs during the last year.

This was read and discussed by employees of iTechwire Ltd., a software development company in India. It created a lot of unrest among them, and their morale came down. The productivity of the employees started declining. The chief executive officer of the company observed the insecurity among the staff about their jobs.

Understanding his role as the leader, he wrote an email to all the employees assuring them about the stability of their future income and job.

This communication gave the employees psychological and emotional satisfaction and showed positive results in terms of their performance. The chief executive officer was able to make the subordinates act in a desired manner and achieve the organisational goals, without giving them any monetary rewards.

1. Identify and explain the incentive used by the chief executive officer to improve the performance of the employees.
2. State the need on the basis of Maslow’s Need Hierarchy of Needs Theory, which was satisfied in the above case.

Case Study 13

Ravi, the operations manager at Jindal Tea Company in Assam, is known for his firm, directive approach. He gives clear orders to his team without involving them in decision-making, expecting compliance to maintain efficiency and meet production targets.

Ravi believes that consulting with his subordinates may slow down operations and prefers to make decisions independently to ensure swift execution and productivity.

1. Identify and state the leadership style adopted by Ravi.
2. When can this style be useful for a manager? State.

Case Study 14

Pramod was a supervisor at the ‘Annapurna Atta’ factory. The factory was producing 200 quintals of atta every day. 

His main task was to ensure that the work went on smoothly and there was no interruption in the production process. 

For this, he would give orders only after consulting his subordinates and work out the policies with the consensus of the group. Identify and describe the leadership style being adopted by Pramod.

Case Study 15

In an organisation, one of the departmental managers is inflexible and once he makes a decision, he does not like to be contradicted. 

As a result, employees always feel they are under stress, and they take the least initiative and fear expressing their opinions and problems to the manager.

What is the problem with the way authority is being used by the manager?

Case Study 16

Balvinder is the production manager of ‘Pramod Tea Company’ in Guwahati. He gives orders to his subordinates and expects that they obey those orders. He does not consult them nor encourage them to participate in decision-making.

1. Identify and state the leadership style adopted by Balvinder.
2. When can this style be effectively used by a manager? State.

Case Study 17

Identify and state the type of leadership displayed in the following cases:

1. Mr. Umang Patel is the CEO of a leading software company. He is least concerned about the managerial development of his subordinates. The communication follows only from top to bottom in his organisation.
2. Ravish is the head of the marketing department of his company. Recently, he organised a series of meetings to get the suggestions of his team members on various issues. His subordinates appreciate his habit of consulting his team before he makes any major decision.

Case Study 18

Radhika started a business of supplying high-class facial kits to beauty parlours in various cities of the country. Initially, the business was doing well, and her products were popular because of their high quality. 

Radhika faced tough times when difficulties in operations started developing in Kagpur city, where her products failed to gain a strong market presence.

To understand the cause, she appointed a qualified marketing manager.

The marketing manager discovered that there was no proper exchange of facts, ideas, etc. between the branch office at Kagpur city and the employees at different locations of Kagpur. 

Vicky, who was in charge and responsible for overseeing all parlours in Kagpur, was unable to effectively foster a common understanding of the product among the employees. 

As a result, the employees did not grasp the key benefits and features of the high-class facial kits.

In turn, the employees were not able to convince potential clients about the product’s value.

1. Identify the concept discussed in the above case.
2. The concept identified in (i) above can be defined as a process having various elements. State the first five elements of this process.

Case Study 19

Rajesh and Suresh are working in the same company but in different departments. They often meet during coffee breaks to catch up on the latest news. One day, Rajesh tells Suresh that there is a rumor going around about the company planning to restructure, which might lead to some job cuts.

1. Which type of communication is this?
2. State any four features of the type of communication identified in (i).

Case Study 20

Neeraj, a Sales Representative of ‘Ornida Ltd.’ has changed about 80 jobs in the last year. He is a hard-working person, but is not able to attain targets. Many of the customers were due to his inadequate vocabulary and omission of needed words.

Sometimes, he uses the wrong words, because of which the intended meaning is not conveyed.
All this created a misunderstanding between him and his clients.

1. Identify the communication barrier discussed above and state the category of this communication barrier.
2. Explain any other communication barrier of the same category.

Case Study 21

Mr. Fernandes is the owner of Unibie Enterprises, carrying on the business of manufacturing electrical appliances.

There is a lot of discontentment in the organisation, and targets are not being met. He asked his son, Michel, who has recently completed his MBA, to find out the reason. 

Michel found that all decision-making of the enterprise was done by the father. Moreover, his father did not have confidence in the capacity of the employees. Thus, the employees were not able to contribute.

1. Identify any two communication barriers because of which ‘Unibie Enterprise’ was not able to achieve its target.
2. State one more barrier of each of the types identified in (i) above.

Case Study 22

Rajeev recently joined as the managing director of Tivori Ltd., an apparel designing company. He observed that the company had a number of experienced fashion designers on its payroll. They regularly offered useful suggestions that were neither appreciated nor rewarded by the company.

Recently, the company outsourced its services to some renowned fashion designers and paid them a good amount for their services. Because of this, the employees felt disheartened and stopped giving useful suggestions.

1. Identify the communication barrier discussed above and state the category of this communication barrier.
2. Explain any other communication barrier of the same category.

Case Study 23

Rajeev started working in an MNC. He was very devoted to his job. However, whenever he used to communicate with his subordinates, they were unable to understand him. 

The reason behind this problem was that he himself was unsure about the concept he used to explain to the subordinates. 

This problem was taking place on a daily basis. One day, he got an order from his senior to fly to Goa for a project meeting. 

There, he started explaining his concept to others, but there were many aspects that the team of Goa wanted to explain to him.

He was more concerned about speaking than listening. This resulted in the failure of the meeting, which was very important for the company.

In this hopelessness, he forgot to review the instructions he had given to his subordinates about a very important programme to be organised in his hometown.

What measures would you suggest to Rajeev so that he could improve his communication effectiveness?

Long Case Studies

Case Study 24

Sunrise Manufacturing Pvt. Ltd., a medium-sized company based in Pune, has been a leading player in the automobile parts industry for over two decades. 

Founded by Mr. Raghav Mehra, the company started with a modest production unit and a team of 50 employees. 

Over the years, through hard work and dedication, Sunrise Manufacturing expanded its operations, now employing over 500 workers and supplying automotive components to various car companies in India.

In 2022, Sunrise Manufacturing secured a large contract with one of the top automobile manufacturers in the country. 

This contract required the company to increase its production capacity significantly within a short period. To meet the growing demand, the management decided to install new machinery and hire additional workers. 

While the expansion was a positive development, it also brought challenges in managing the larger workforce and ensuring that new employees were integrated without compromising quality.

Mr. Mehra, the managing director, was aware that simply increasing the workforce and upgrading technology would not be sufficient to meet the new targets. 

He understood that the company needed strong leadership and effective communication to guide the employees effectively.

Mr. Mehra appointed Ms. Priya Kapoor, a seasoned manager with a strong track record in leadership, as the Head of Operations. 

Her primary responsibility was to oversee the expansion and ensure that the production targets were achieved on time.

Upon taking charge, Ms. Kapoor noticed that the rapid expansion had led to confusion among the workers.

The employees were unsure about their new roles, responsibilities and how the new machinery worked.

There was a lack of coordination among different departments, and the production process was becoming inefficient.

Recognising the urgency of the situation, Ms. Kapoor decided to take immediate action.

She started by organising a series of meetings with department heads to communicate the company’s goals and the importance of each department’s role in achieving these goals.

She then held training sessions for the workers to familiarise them with the new machinery and production process. During these sessions, Ms. Kapoor encouraged open communication, allowing workers to express their concerns and ask questions. 

This approach helped in building trust and ensuring that everyone was on the same page. To further enhance productivity, Ms. Kapoor introduced a system of regular feedback and performance reviews.

She set clear expectations for each team and provided guidance on how to meet these expectations.
Ms. Kapoor also recognised and rewarded employees who performed exceptionally well, motivating others to follow suit. 

Under her leadership, the workers began to feel more confident and engaged in their roles, leading to improved coordination and a significant increase in production efficiency.

As the company’s production ramped up, Ms. Kapoor continued to monitor the progress closely.

She maintained regular communication with the teams, addressing any issues that arose and providing the necessary support to keep operations running smoothly.

Her ability to direct the workforce effectively played a crucial role in Sunrise Manufacturing’s ability to meet the demands of the new contract without any major disruptions.

By the end of the year, Sunrise Manufacturing had successfully fulfilled the contract, exceeding the client’s expectations in terms of both quality and delivery time. 

The company’s success was largely attributed to Ms. Kapoor’s leadership and her ability to guide the employees toward achieving common goals. 

The experience also reinforced the importance of effective leadership and communication in managing a large workforce and achieving organisational objectives.

1. Identify the management function.
2. Identify the management function that Ms. Priya Kapoor primarily utilised to address the challenges at Sunrise Manufacturing.
3. Discuss the importance of the management function identified in the case.

Case Study 25

Riya Sharma was the Operations Manager at “FitGear Sportswear,” a company known for its high-quality athletic apparel. The company was recognised for its dynamic work culture, where employees felt motivated and aligned with the company’s goals.

Riya Sharma ensured that every employee clearly understood their role and responsibilities, creating a structured work environment.

To maintain high levels of productivity, Riya frequently communicated the company’s vision and objectives to her team, making sure that everyone stayed aligned. 

She was also known for providing one-on-one feedback to her members, praising their accomplishments and guiding them to improve when necessary.

Riya believed that encouraging her employees and recognising their achievements not only boosted their morale but also enhanced their commitment to the company’s objectives.

Moreover, Riya delegated tasks efficiently, ensuring that work was distributed based on individual strengths and capabilities. This allowed the team to work cohesively and achieve their targets effectively. 

As a result, FitGear Sportswear consistently delivered high-quality products and maintained a strong market position.

However, during a crucial project, one of the team leaders faced difficulties in executing the assigned tasks. Riya provided guidance and additional training to help the team leader overcome the challenges.

This support not only ensured the completion of the project but also strengthened the team leader’s confidence and competence.

By identifying from the above case, identify and explain the three elements of the directing function of management discussed in the case.

Case Study 26

Smita had been working as an assistant manager with ‘Johnson Enterprises’ for the last ten years. She was very popular amongst her colleagues because of her commitment and dedication to the work. 

When the manager senior to her retired, all her colleagues thought that now Smita would be promoted.

But to everyone’s surprise, the vacant post was filled by an outsider, Mrs. Rita. Smita felt demoralised, and her performance started declining. She would often be absent herself and could not meet her targets.

Mrs. Rita was a good leader who would not only instruct her subordinates but also guide and inspire them. Her subordinates would trust her and feel that their performance made her happy. 

Smita’s behaviour made it obvious that though she would raise the slogan of organisations and would speak in meetings, her behaviour was not in line with the thinking and behaviour of the high-level joint management committee.

Smita was now punctual in the office, and her performance started improving.

1. Identify and state the function of management being performed by Rita.
2. Name the element of the above function of management which helped Rita to improve Smita’s behaviour.
3. State any four features of the element identified in (ii) above.

Case Study 27

Inaya Ltd. is a multinational technology company focusing on artificial intelligence, online advertising, and search engine technology. 

The company is generating good profits and is aware of the well-being of its staff. The company offers benefits like allowances, medical aid, and insurance to employees. 

Regular exercise is promoted, and the manager/lead regularly conducts team-building sessions in this regard.

It frequently promotes employees to senior positions and makes various types of incentives available to them.

Under a special incentive scheme, the employees are offered shares of Inaya Ltd at a price that is lower than the market price. Each year, the company keeps aside funds to pay 10% of the basic salary as a bonus to its employees. 

No overtime wages would be provided for working at Inaya Ltd. to extend. Explain four incentives being provided by Inaya Ltd. to motivate their employees for better performance.

Case Study 28

Ramesh is a manager in a company engaged in the production of electrical appliances. He has been holding this position for a long time. 

He is liked by his subordinates as he encourages them and takes an interest in their tasks and important decisions. 

Being an experienced manager, he believes that money is not sufficient to motivate the employees.
Therefore, he uses the following non-financial incentives to motivate the employees.

• Ramesh has set up a suggestion box system in order to involve his subordinates in decision-making. This has boosted the confidence of employees to participate in issues related to the organisation.
• Ramesh gives freedom or more autonomy to the employees working under him, with an assurance of greater responsibility from them. Since workers have taken part in the process of decision-making, they feel that their job is important.
• Ramesh makes arrangements at the workplace for employees to make their work more meaningful. The outcome has been an increase in motivation for the workers at the place of work itself.
• Ramesh often makes arrangements for appropriate skill development programmes. He has chalked out a sound promotion policy to give more growth opportunities to employees.

1. Identify and explain the leadership style followed by Ramesh.
2. State the meaning of leadership.
3. Also identify and explain the various non-financial incentives used by Ramesh to motivate the employees.

Case Study 29

In an organisation, all the employees take things easy and are lazy in approaching anyone for minor queries and problems.

This has resulted in everyone talking to each other, thus resulting in inefficiency in the office. It has also resulted in the absence of secrecy and confidential information being leaked.

Which system do you think the manager should adopt to improve communication?

Case Study 30

Rajat Verma was the Marketing Head of a leading FMCG company, ‘FreshPure Products’. The company was known for its wide range of organic and healthy food items.

Rajat was a skilled communicator who ensured that his team was well-informed about the latest market trends and customer preferences. He conducted regular meetings with his team to discuss sales strategies and new product launches.

During one of the meetings, Rajat introduced a new product that required immediate attention and a strategic marketing plan. 

However, during the meeting, several team members were distracted by their phones and didn’t pay full attention to Rajat’s presentation. 

As a result, the team evaluated the strategy without fully understanding the details, which led to misunderstandings. 

When Rajat followed up on the actions discussed, he discovered that employees had different interpretations of the plan, resulting in a poorly coordinated marketing campaign.

Additionally, many subordinates did not actively participate in the discussion as they felt that their suggestions wouldn’t be valued or recognised, leading to a lack of initiative to communicate or offer suggestions. 

Employees may not take the initiative to communicate in the absence of proper incentives or motivation.

Meanwhile, a competitor, ‘NutriFoods’, launched a similar product with a highly effective marketing strategy and captured a significant market share. 

FreshPure Products struggled to communicate the product benefits properly, leading to a drop in sales and loss of market position.

Quoting lines from the above paragraph, identify and explain three barriers to communication and state the category.

The End