Group 5
Term I Project
EMBA Batch 2024-26
Team
•Chandan Chauhan
Members
: EMBA24011
•Dhairya Doshi
: EMBA24012
•Santosh R.
: EMBA24027
•Saumitra S Mishra
: EMBA24028
Organisational Behaviour IIM Jammu, EMBA 2024-26
Introduction
Objective:
• Explore key OB concepts through real-world case studies
Methodology:
• Primary data based on Subject Interview
• Secondary data based on Industry research, related
articles and case studies
Organisational Behaviour IIM Jammu, EMBA 2024-
26
Case Study Overview
Case Study OB Concepts
Expectancy Theory, Organizational
1. Resignation of Mr. Prashant Jaswal
Justice, Herzberg’s Two-Factor Theory
2. First Day in an MNC Organizational Culture, Teamwork
3. Change Management Tuckman's Stages of Group Development
4. Global Teamwork: communication across Deep-level Diversity, Inclusion &
borders Emotional Labor,
5. Managing Difficult Project Teams Leadership, Team Dynamics, Motivation
Case Study 1:
Resignation of Mr. Prashant Jaswal
By
Chandan Chauhan
EMBA 24011
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 1:
Resignation of Mr. Prashant Jaswal
Case Description
•Mr. Prashant Jaswal, an energetic and aspiring executive in one of the Maharatna’s Oil
Public Sector Undertaking, had an aggressive work approach and delivered result
consistently. He made a quick career progress from LPG Operations to LPG Plant
Manager, LPG Territory Manager, Retail Territory Manager, Retail State Head and
became a Regional Manager in a short span of time. He was always viewed as a future
leader of the company and potentially chairman one day.
•Despite stellar promotion, In latest promotion cycle, Mr. Jaswal’s name was
conspicuously absent from list of newly elected departmental heads, while some of his
peers were promoted. This came as a surprise for Mr. Jaswal himself and hence he was
frustrated. Furstrated with the development he wrote to the top management asking
explanation for the missed promotion. The company was rife with rumours about him
where some said he was too young for being promoted to such post while others said
he lodged false complaints against helpful peers and hence the punishment.
Circumstantial evidence was raised but no evidence supporting the charges was
presented. Mr. Jaswal’s colleagues were surprised when he choose to resign.
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 1:
Resignation of Mr. Prashant Jaswal
Key Issue: Resignation due to unmet promotion
expectations
OB Concepts:
- Motivation (Expectancy Theory)
- Organizational Justice
- Herzberg’s Two-Factor Theory
Key Dilemma: Managing high-performers and ensuring
fair promotions
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 1:
Resignation of Mr. Prashant Jaswal
OB Theories Applied:
Expectancy Theory: Performance should lead to rewards
Herzberg’s Two-Factor Theory: Motivators and hygiene factors
Equity Theory: Perception of fairness in rewards
Organizational Justice: Fairness in processes and communication
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 1:
Resignation of Mr. Prashant Jaswal
Key Learnings:
Importance of transparent communication
Addressing unmet expectations
Promoting fairness in internal promotions
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 2:
First Day in a Multi-National
Company
By
Dhairya Doshi
EMBA24012
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 2:
First Day in a Multi-National Company
Case Description
A 22-year-old B-Tech computer engineer got placed on campus by a MNC. He arrives at work well
in advance and is eager to begin his new adventure.
The French HR Lady greeted him, and his German manager gave a tour of the office. Highlight how
company believes in diversity
The tour ended at his desk with welcome kit as a gesture of positive reinforcement.
Before heading to lunch, there was a table tennis match with the team. Showcasing a work life
balance belief in a company.
He voluntarily chose to stay a little while longer to finish the task that was given to him. Represent a
Normative Commitment toward the Organization.
That was the day!
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 2:
First Day in a Multi-National Company
Scenario: A new employee’s experience in an MNC
OB Concepts:
- Organisational Culture
- Teamwork
- Work-Life Balance
Issue: Employee Retention
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 2:
First Day in a Multi-National Company
Key Learnings:
Importance of workplace environment and culture
Employee retention through positive organizational
experiences
Role of diversity and teamwork in creating a cohesive
environment
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 3:
Change Management &
Change Leadership
By
Santosh R
EMBA24027
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 3:
Change Management & Change Leadership
Case Description
In a large organization, leadership changes are constant.
In this case, a team member gets promoted when there
were 3 other equivalent experienced team members in
the team. This results in dissatisfaction with others in the
team. The result was non co-operation, disagreement,
degraded performance that was affecting the overall
project performance.
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 3:
Change Management & Change Leadership
Scenario: A team leader uses Tuckman’s model for
change management
OB Concept:
Tuckman’s Stages of Group Development
-Norming
-Forming
-Performing
-Adjourning
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 3:
Change Management & Change Leadership
Key Learnings:
Tuckman’s model as a tool for effective
team development
The importance of communication and
leadership in managing change
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 4:
Global Teamwork: communication across
borders
By
Saumitra S Mishra
EMBA24028
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 4:
Global Teamwork: Communication across borders
Case Description
Prashant is the deputy editor at CoinDesk, working with globally dispersed,
multi-cultural team.
He misses an opportunity because of a perceived ambivalent reply.
Prashant found a correspondent’s demeanour extremely casual as he would
attend meetings from pubs, often drinking beer.
He is experiencing tremendous emotional labour since he decided not to
raise the issue.
Prashant could physically meet his team for the first time during the annual
convention. He has mixed feelings over the past year’s incidents.
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 4:
Global Teamwork: Communication across borders
Scenario: Challenges of working in a globally dispersed,
multicultural team
OB Concepts:
- Deep-level diversity
- Cross-cultural communication
- Emotional labour
Issue: Online communication is more complex than
physical interactions
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 4:
Global Teamwork: Communication across borders
Key Learnings:
Diversity without inclusion creates corrosive conflict
Absence of non-verbal cues makes Online communication
more complex than physical interactions
People tend to overestimate the quantum of interpersonal
differences in diverse teams
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 5:
Managing Difficult Project Teams
By
Syed Haseeb
EMBA24037
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 5:
Managing Difficult Project Teams
Case Description
Managing a team that is initially "unmanageable" reluctant to adopt new
working practices or share information in small to mid-scale company, is one of
the biggest challenges a project manager or PMO (Project Management Office)
may encounter. Controlling everything that happens "below" and conveniently
notifying everyone "above" is one of a PMO's duties as a middle manager.
Disorder will reign in a business where operations are unclear, diverse
departmental interpretations are used, and management is not presented. The
business won't run if no one is in charge. Poor management causes confusion
and disarray, which leads to failure and complete disaster.
This case study elaborates Rahul’s on the concept of transformational
leadership styles which are team dynamics, conflict resolution, motivation and
engagement, organizational culture, all which can be studied and observed in
the given case study which resulted an excellent organizational outcome.
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 5:
Managing Difficult Project Teams
Scenario: Challenges faced by a new project manager in
handling a team within Business Needs
OB Concepts:
- Leadership
- Team Dynamics
- Motivation
Issue: Team cohesion and communication breakdown
Organisational Behaviour IIM Jammu, EMBA 2024-26
Case Study 5:
Managing Difficult Project Teams
Key Learnings:
Goal Setting Theory: Goal alignment and feedback system
Equity Theory: Ensuring fairness in team management
Path-Goal Theory: Leadership's role in guiding teams
Affective Event Theory: Increasing the job performance and satisfaction
Organisational Behaviour IIM Jammu, EMBA 2024-26
Conclusion
• Importance of OB concepts in real-world management
• The need for fairness, transparency, and inclusion in
organizational processes
• Leadership’s role in fostering a positive work
environment
Organisational Behaviour IIM Jammu, EMBA 2024-
26
Q&A
Organisational Behaviour IIM Jammu, EMBA 2024-26
Thank You!
Organisational Behaviour IIM Jammu, EMBA 2024-26
