3. Solve the given cases which are attached at the end of the guidelines. To solve the case you have prepare: a. Case summary What to do? 1. Introduction: It must cover the scope of assignment, sources of information and objectives of the assignment. 2. Main Body: (**Do not copy information from the sources i.e. books, articles and other websites). Follow sources but write each sentence by your own to avoid plagiarism. 2.1. Literature review only on Discussing issue 1 and description on all other issues (Issue no. 2 to 3): 2.1.1: In Literature Review, try to ensure in-text citation. In-text citation [for example, According to Griffin,(2015), Management is.......] must be used.

Or, Management is ................................. (Griffin, 2015) [Another example of in text citation.] Detail referencing should be present in the Reference part....follow the template. 2.2. Analysis: (Issue no. 1 to 3): Based on description of each issues develop your own ideas and give clarification.

Case 1: Management Stephen Morris has been CEO of Integrated Machineries Corporation (IMC) for more than a decade. During that time he has received numerous accolades and awards for his performance as a CEO. Under his leadership IMC, a $343 billion conglomerate whose operating units include manufacturers of elevators (Otis Elevator), aerospace products (including Pratt & Whitney jet engines and Sikorsky helicopters), air conditioning systems, and fire and security systems, has seen earnings grow at 1014 percent annuallyimpressive numbers for any company but particularly for a manufacturing enterprise. According to Morris, a key to Integrated Machineries success has been sustained improvements in productivity and product quality. The story goes back to the 1980s when Morris was running the international operations of Otis Elevator. There he encountered a Japanese engineer, Chan Mui, who had been brought in to deter mine why a new elevator product was performing poorly. Morris was impressed with Muis methods for identifying quality problems and improving performance. When he was promoted to CEO, Morris realized that he had to lower the costs and improve the quality of IMCs products. One of the first things he did was persuade Mui to work for him at IMC. Under Da vid, Mui developed a program for improving product quality and productivity, known as Achieving Competitive Excellence (ACE), which was subsequently rolled out across IMC. The ACE program has been one of the drivers of productivity improvements at IMC ever since. Early in his tenure as CEO, Morris also radically reorganized IMC. He dramatically cut the size of the head office and decentralized decision making to business di visions. He also directed his accounting staff to develop a new financial reporting system that would give him good information about how well each division was doing and make it easier to hold divisional general managers accountable for the performance of the units under them. He then gave them demanding goals for earnings and sales growth and pushed them to improve processes within their units by implementing the ACE program. At the same time Morris has always stressed that management is about more than goal setting and holding people accountable. Values are also important. Morris has insisted that IMC employees adhere to the highest ethical standards, that the company produces goods that have minimal environmental impact, and that employee safety remain the top consideration in the workplace. When asked what his greatest achievement as a manager has been, Morris refers to IMCs worldwide employee scholarship program. Implemented in 1996 and considered the hallmark of IMC s commitment to employee development, the program pays the entire cost of an employees college or graduate school education, allows employees to pursue any subject at an accredited school, pro vides paid study time, and a wards IMC stock (up to $10,000 worth in the Integrated States) for completing degrees. Explaining the program, Morris states, One of the obligations that an employer has is to give employees opportunities to better themselves. And we feel its also very good business for us because it generates a better workforce that stays longer. Morris states that one of his central tasks has been to build a management team that functions smoothly over the long term. People come to rely upon each other, he says. You have to have the same trusting relationships. You know people; they know you. You can predict them; they can predict you. All of that kind of begins to work, and it accelerates over the tenure of a CEO. If you have people bouncing in and out e very two to three years, thats not good. According to Sandy Weill, former chairman of Citicorp and a IMC board member, Morris has the right mix of toughness and sensitivity. When somebody cant do the job hell try to help; but if that person is not going to make it work, that person wont be on the job forever. At the same time Weill says, He does a lot of things that employees respect him for. I think he is a very good manager. Even though Morris is demanding, he can also listenhe has a receive mode as well as a send mode.