Free Business Studies - Class 12th (CBSE) - Worksheet - W5a - Organising
Are you in CBSE Class 12th and want to practice more case studies regarding Chapter 5: Organising?
For that matter, we are here to assist you.
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: Organising
Below is the content pattern:
CBSE Business Studies Case Studies for Chapter 5: Organising
Short Case Studies
Case Study 1
A company named ‘Mahi Cycles’ has decided to start a new branch in the Middle East. The company has recognised the amount of work to be done in a number of hours.
The company has found out that it will take 25,000 hours of manual work and has subsequently divided the number of hours for different operations.
Then very methodically, responsibility for the recognised amount of work was given to different individuals according to their capabilities.
- Which function of management is highlighted above? State its meaning.
- Identify and explain the two steps of this function indicated above.
Case Study 2
Rakesh and Mamnaa Ltd. is manufacturing baby bottles and has separate departments of production, sales, and finance. Which type of structure would you suggest to them, and state some of its advantages?
Case Study 3
Reena Industries is a company that manufactures office furniture. The company chose to diversify its operations to improve its growth potential and increase market share. After evaluating the various alternatives, Sukhvinder, the Managing Director of the company, decided that they should add ‘Home Interiors and Furnishings’ as a new line of business activity.
- Name and explain the framework that the diversified organisation should choose. Give one reason in support of your answer.
- State any two limitations of this framework.
Case Study 4
Neha runs a factory where she manufactures shoes.
The business has been doing well, and she intends to expand by diversifying into leather bags as well as western formal wear, thereby making her company a complete provider of corporate wear.
This will enable her to market her business unit as the one-stop for working women.
Which type of structure would you recommend for her expanded organisation and why?
Case Study 5
Some college friends together set up a multi-product company. Their company makes five different products. Three products of the company have been successfully launched in the market. But the company has not succeeded in launching the fourth and fifth products in the market.
- What sort of organisational structure, in your view, might have been adopted by the company?
- Explain any two advantages of the structure identified in (i).
Case Study 6
DEF Ltd., a leading manufacturing company, has a strict hierarchy where every employee has a clear set of duties and responsibilities.
The company follows a formal structure, where communication flows through established channels and every employee knows their role within the organisation.
This formal structure has led to a high degree of discipline and unity in operations, with well-defined rules and procedures being strictly adhered to.
- Identify the type of organisation being used by DEF Ltd.
- State three benefits of this organisation.
Case Study 7
Mr. Atul is the owner of a garment manufacturing company. He finds the spreading of the message in his organisation a problem, as a lot of time is taken.
On many occasions, he tried to bring different equipment and software systems to increase the speed of spreading the message.
In the month of February this year, a new type of machine was installed in the production department.
He wanted to have a candid opinion about the utility of the machine from the employees, but no one had the courage to tell him about the flaws of the machine on his face.
After three months, when there were shortcomings in the production of garments, he realised his limitations.
With the passage of time, he found the motivation level of employees too low.
Many of the employees and workers were new and found the place unfamiliar, and didn’t have friends, which resulted in a lowering of production.
- What would you suggest to Mr. Atul in this scenario?
- Identify the three problems in the above case and give the outcomes of your solution given in point (i) above on these problems.
Case Study 8
Manoj Ghai was the managing director of a restaurant in Lucknow called ‘Kitchen Hues’.
The restaurant was doing well, and the volume of work started increasing slowly and steadily. Manoj Ghai was not able to manage all the work on his own.
The increasing magnitude of work made it impractical for him to handle it all by himself. Moreover, his objective is to open more branches of this restaurant at different places.
He appointed Nikhil Gupta as the general manager of ‘Kitchen Hues’ and gave him the authority to manage his subordinates and to take action within the scope of his position.
For the smooth running of the restaurant, he also gave him the authority to hire and train the staff as per the requirements.
Manoj Ghai was satisfied with the work of Nikhil Gupta and was able to open other branches of the restaurant at Agra and Kanpur, as well.
- Identify the concept followed by Manoj Ghai, which helped him to open the new branches of the restaurant.
- Also, explain briefly the two points of importance of this concept identified in (i).
Case Study 9
The production head of Ahanya Limited, an organisation that manufactures generators, has been asked to achieve a target of 100 generators per day.
He delegates the task to 12 production managers working under him. Seven of the production managers could not achieve their respective targets. Is the production head responsible?
Explain in brief the relevant principle in support of your answer.
Case Study 10
The directors of Alfa Ltd., an organisation manufacturing computers, have asked their production manager to achieve a production target of 150 computers per day.
The production manager has asked his foreman to achieve this target, but he did not give him the authority for the requisition of tools and materials from the stores department. The foreman could not achieve the desired target.
Can the directors blame the production manager, and can the production manager blame his foreman for not achieving the target? Discuss.
Case Study 11
Team Leader: “I have so many tasks piling up, and it feels like there is no end to it.”
Team Member: “Maybe I can assist you with some of the tasks. It might ease your burden.”
Team Leader: “I appreciate the offer, but I prefer to handle everything myself. I’m not sure if anyone else can do it the way I need it done.”
Team Member: “I understand, but I’m confident I can complete the tasks efficiently.”
Team Leader: “I’m sorry, but I’d rather manage it all on my own. Thanks, though.”
- Which element is missing in the above conversation, as reflected by the team leader’s attitude?
- Do you think this element is important? Give any three reasons.
Case Study 12
Rahul Gupta started a telecommunication company, ‘Essence Ltd.’, to manufacture economical mobile phones for the Indian rural market with 15 employees.
The company did very well in its initial years. As the product was good and marketed well, the demand for its products went up.
To increase production, the company decided to recruit additional employees.
Rahul Gupta, who was earlier making all decisions for the company, had to selectively delegate the authority.
He believed that subordinates are competent, capable, and resourceful and can assume responsibility for the effective implementation of their decisions.
This paid off, and the company was not only able to increase its production but also expand its product range.
- Identify the concept used by Rahul Gupta through which he was able to steer his company to greater heights.
- Also, explain any three points of importance of this concept.
Case Study 13
Arnav Electricals is a company that has, in recent years, adopted the decentralised method of running the organisation.
The company has grown dynamically, and the decisions taken by the lower-level management are implemented, which saves time as people taking decisions are near the point of action.
However, recently, the chairman of another manufacturing firm, who is also a good friend of Arnav, the chairman of Arnav Electricals, met him and asked him how he could evaluate the performance of employees in case he goes for a decentralised approach.
A few hours later, Arnav’s secretary calls him and asks for the list of work to be done the next day. He narrates to him all the important tasks to be executed.
- Which importance of decentralisation has been highlighted in the above case?
- What advice do you think Arnav should give to have better control in a decentralised organisation?
Long Case Studies
Case Study 14
Priya works as a project manager in an event planning company. She has been assigned the responsibility of overseeing a large-scale fashion show for one of the firm’s prestigious clients.
To ensure the event’s success, Priya carefully analyses the different tasks involved and organises the work into specific task groups, such as the logistics team, design team, and hospitality team.
To ensure smooth coordination both within and among the teams, she appoints a leader for each group.
Every team member is instructed to report to their respective leader, and all team leaders are expected to follow Priya’s overall directions.
- Identify the management function Priya is performing.
- Briefly describe the various steps involved in the performance of the management function identified in point (i) of the question.
Case Study 15
Riya Kapoor was the Chief Operating Officer of ‘Fresh Organics’, a company specialising in organic food products.
Fresh Organics offered a wide range of organic fruits, vegetables, and other food items. Riya Kapoor ensured that the company’s operations were efficient and organised by grouping work according to specific functions such as production, marketing, finance, and human resources.
Each department had specialised tasks and was headed by an expert in that particular area.
This structure helped Fresh Organics streamline its operations, resulting in high productivity and efficiency.
The marketing department, for example, was able to focus entirely on market research and promotional activities, leading to an increase in brand awareness.
The production department, on the other hand, ensured that the quality of the products remained top-notch, as they could focus solely on manufacturing processes.
However, as Fresh Organics grew, the company faced new challenges. The departments started working in silos, and the marketing team often had conflicting priorities.
The production and marketing teams had conflicting priorities, which resulted in delays in launching new products.
Additionally, the rigid departmental boundaries made it difficult for the company to adapt quickly to market changes, such as the sudden demand for ready-to-eat organic meals.
- On the basis of the above paragraph, identify the type of organisational structure adopted by Fresh Organics.
- Explain three benefits of this structure as discussed in the case.
- Explain two drawbacks of this structure as discussed in the case.
Case Study 16
‘Health Relax Ltd.’ is one of India’s leading consumer healthcare brands in diagnostic services. It has an integrated nationwide network of diagnostic centres.
The company was exploring new avenues for its expansion. The top-level managers analysed the business environment and found that since 2023 was the International Year of Millets, it was expected that the global demand for millets in the next two years would grow by around 5% annually.
India, being one of the leading producers and exporters of millets, realised that there was a great business opportunity in the millet industry.
The Board of Directors of the company had decided to move into the business of selling bread, noodles, and dosa mix made of millets.
The company had to restructure itself. It diversified into varied product categories and created a structure comprising separate business units. Each unit had a manager responsible for performance who had authority over the unit.
Manpower was grouped on the basis of the different products manufactured.
- Identify the type of organisational structure of Health Relax Ltd. after restructuring and give its meaning.
- Briefly explain any two advantages and two disadvantages of the type of organisational structure identified in point (i) of the question.
Case Study 17
ABC Corporation, a multinational company operating in the technology sector, specialises in developing software solutions for various industries, including finance, healthcare, and retail.
With a global presence, the company has grown rapidly over the past decade, expanding its operations into multiple countries.
In response to its increasing complexity and the need for more efficient management of diverse product lines, ABC Corporation adopted a suitable organisational structure.
This structure is characterised by the creation of separate divisions based on product lines and geographic regions.
Each division operates as an independent entity with its own set of functions, including marketing, sales, R&D, and customer service.
The company’s organisational chart shows several key divisions:
- The North American Division is responsible for the company’s operations in the United States and Canada.
This division handles all aspects of product development, marketing, and sales specific to North American clients. - The European Division manages the company’s operations across European countries.
It tailors products and marketing strategies to meet the needs of the diverse European market. - The Asia-Pacific Division focuses on the Asia-Pacific region, which includes countries like China, Japan, and India.
This division oversees regional market demands and coordinates local operations. - Healthcare Solutions Division Specialises in software products tailored specifically for the healthcare industry.
This division is responsible for developing industry-specific solutions and managing relationships with healthcare clients globally. - Financial Services Division Dedicated to providing software solutions for the financial sector.
This division manages client relationships and product development for financial institutions worldwide.
Each division has its own head who reports directly to the company’s CEO.
This set-up allows each division to operate with a degree of autonomy, making decisions that best suit their specific market or product line.
It facilitates a more focused approach to managing diverse product lines and regions, enabling quicker decision-making and more effective responses to market changes.
However, this structure also presents challenges since each division operates somewhat independently, which can lead to duplication of efforts and a lack of standardisation across the company.
Coordination between divisions can sometimes be complex, as each division prioritises its own goals and objectives.
- Identify the organisational structure of ABC Corporation.
- State the meaning of the organisational structure identified in (i).
- How does this structure differ from a functional structure?
Case Study 18
A company manufacturing sewing machines, set up in 1945 by the British promoters, follows a formal organisational culture in totality.
It is facing a lot of problems with delays in decision-making.
As a result, it is not able to adapt to a changing business environment.
The workforce is also not motivated, since they cannot address their grievances except through formal channels, which involve red tape. Employee turnover is high. Its market share is also declining due to changed circumstances and the business environment.
- You are to advise the company with regard to changes it should bring about in its organisational structure to overcome the problems faced by it.
- Give reasons in terms of the benefits it will derive from the changes suggested by you.
Case Study 19
Rewton Ltd. was a reputed computer software company providing unique software all over India. The turnover of the company was very high, resulting in good profits.
The chief executive officer, Vihanan, was very strict and disciplined.
He specified the boundaries of authority and responsibility for achieving organisational goals.
There was systematic coordination among the various activities and specific relationships among various job positions.
The company provided facilities like a canteen, a gym, a library, a music room, and a rest area for its employees, which they could use during rest intervals.
Using these facilities, the employees developed friendships and discussed not only their personal, social, and emotional issues, but also the official ones.
The general manager was of a different view.
He told the chief executive officer that there was no use providing these facilities to the employees, as it is an extra financial burden on the organisation, on one hand, and on the other, it encourages groupism, and whenever any change is required in the organisation, they all resist.
He suggested that they should do away with these facilities.
But the chief executive officer, Vihanan, explained to the general manager that this type of social interaction is necessary and is in the best interest of the organisation.
The interaction among people at work gives rise to a network of social relationships among employees and these networks.
- Identify and explain the type of organisation whose existence the chief executive officer felt was necessary.
- State any two reasons due to which the general manager felt that there was no use of the type of organisation identified in point (i) above.
Case Study 20
Nisha and Arjun had always been passionate about eco-friendly fashion and wanted to create a business that promoted sustainable clothing.
They founded ‘EcoThreads’, a company dedicated to selling clothing made from organic and recycled materials. Initially, they handled all the operations from their small office, making decisions about design, production, marketing, and sales.
However, as their business grew, they realised that centralising all the decision-making was slowing down their operations.
They needed to respond quickly to market demands, and it became clear that they couldn’t manage everything on their own. Recognising this, they decided to decentralise the decision-making process by empowering different departments within the company.
They appointed a design team to independently create new clothing lines based on market trends, a production team to manage manufacturing, and a marketing team to handle customer engagement and sales strategies.
This allowed each department to make quick decisions without waiting for approval from the founders.
As a result, ‘EcoThreads’ was able to release new collections faster, improve its supply chain efficiency, and tailor their marketing strategies to specific customer segments.
In just a few months, their sales increased significantly, and they expanded their market reach to include international customers.
Quoting lines from the above paragraph, identify and explain the concept discussed in the case.
Also, state reasons why it is important to adopt this concept.
Case Study 21
A company X Ltd. manufactures cosmetics, which have enjoyed a pre-eminent position in business, and has grown in size. Its business was very good till 1991.
But after that, a new liberalised environment has seen the entry of many MNCs in the sector. As a result, the market share of X Ltd. has declined.
The company had followed a very centralised business model with directors and divisional heads making even minor decisions.
Before 1991, this business model had served the company very well, as consumers had no choice. But now, the company is under pressure to reform.
- What organisation structure changes should the company bring about in order to retain its market share?
- How will the changes suggested by you help the firm? (Keep in mind that the sector in which the company is FMCG.)
The End
