Work Culture

You have just been appointed as a director of the city municipal corporation. A joint director, much senior to you in age and about to retire in six months, is passionately working on a very important urban planning project, successful completion of which would earn him a lasting reputation for the rest of his retired life. A new lady Civil Engineer has joined the corporation, having background from a leading premier institution in this field. This has made the Joint Director (JD) so insecure that he constantly fears that she would take all the credit. He has adopted a passive aggressive behavior towards her and is disrespectful in his communication to her. The lady engineer feels embarrassed when the Joint Director corrects her in front of other employees, raises his voice when speaking to her and leaves no chance to humiliate her. She may also be intimidated by him since he has had a long tenure in the office, has directly related experience in the functional area that she is working in, and was also favored by the previous Director. She may be feeling that she has no recourse in the matter. You are well aware of her outstanding academic and career record in previous organizations but fear this one sided ego clash from the side of the Joint Director would seriously compromise her much needed contribution in this important project and also, her emotional well-being. Latest, you come to know that she is planning to resign. How will you handle this situation?

20 marks · 250 words · Answered by 1 topper · CSE 2013

Work CultureCivil Service Values

Does emotional intelligence have anything to offer in the conventional environment of formality, order, and firm bureaucracy?

15 marks · 250 words · Answered by 1 topper · CSE 2013

Emotional IntelligenceCivil Service Values

Answer the following in about 200 words each 3 x 15 = 45 (a) Discuss the common motivating and de-motivating factors in development of a positive attitude within an organization.

15 marks · 200 words · Answered by 1 topper · CSE 2013

AttitudeWork Culture

Consider that you are working in an organization. The Chairman of the organization has made it a practice even in good times to have his senior executives fire ten percent of their subordinates once every three years, and those at lower levels to do the same. "It's all about performance. Some think that it's cruel or brutal to remove the bottom 10 percent of our people. It isn't. It's just the opposite. What I think is brutal and false kindness is keeping people around who aren't going to grow and prosper", argues the Chairman. Do you agree with his views? Substantiate.

15 marks · 250 words · Answered by 1 topper · CSE 2013

Corporate GovernanceEthical Dilemmas in Government

Read the following case studies and answer accordingly with proper justifications. Answer should not exceed 200 words each 3x15=45 (a) A junior member of staff has just returned to work after taking special leave to care for her elderly mother. For financial reasons she needs to work full-time. She has been having difficulties arranging proper care for her mother, which has led her to miss important team meetings (usually taking place at the beginning of each day) and to leave the office early. She is very competent in her work but her absence is putting pressure on her as well as her overworked colleagues. You being her manager are aware that the flow of work is coming under pressure due to this. One of her male colleagues is beginning to make comments such as "a woman's place is in the home", and is undermining her at every opportunity, putting her under even greater stress. How will you deal with the situation?

15 marks · 200 words · Answered by 1 topper · CSE 2013

Work CultureEthical Dilemmas in Government