MGT603 Assignments with Solution (OLD)

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MGT603 Assignments with Solution (OLD)

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Assignment No.1
Strategic Management
MGT603

Question: Threats and opportunities of Virtual University

Solution By VU:

OPPORTUNITIES:
VU can introduce more programs/ degrees at Master and MPhil level.
Development in IT Sector can increases the accessibility of education.
Video Conferencing and Voice calling with Students can reduce the
communication gap.
VU can increase revenue on the bases of large enrollments of students.
VU can start providing DSL as students are using PTCL or Wateen.
VU can start split degree programs.
VU can expand its network by using the public-private partnership.
VU can target the whole professional class.
VU can arrange workshops trainings.
THREATS:
Political instability is the major threat for the organization.
Electricity shortage is a great threat for VU because its system is nothing
without electricity.
Lack of communication skills of students due to distance learning gives bad image of VU in the
market.
Status of private campuses is very poor.
Rapid Change in Technology can be a threat in the future.
Passing ratio of VU students is very poor.

Solution by a student graded with excellent marks:

1-Opportunities Of Virtual University:

Extend the area of services by opening campuses in rural areas and outside country.
Establish digital library with updated contents.
Development of software to check online quiz on the spot.
Implement Quality techniques to enhance the quality of e learning system
Enhanced demand in future due to low cost and easy learning.
Online video and voice chat discussion between instructors and students.
At least few courses must be recorded from in't l teachers.
Conduct job fair with collaboration of other companies.
Government initiatives for promoting E-TQM and Virtual Education Institutes.
Ready market with plenty of professionals.

2-Threats Of Virtual University:

Acceptance of degree in industrial sector.
Improved quality of competitor`s learning system
Copied solved data is available on internet which causes the laziness in students and

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hurdles the learning process.

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Server down problem during quiz and assignment.
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Load shedding is biggest threat to all educational institutions including VU.
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Stereotype mentality of paskistani students towards selection of universities.
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Unemployment is another threat.

Deteriorate condition of country economy.
Foundation of educational hubs such as Knowledge Village and Educational Zone.
Changes in Government policies regarding virtual online education.

Assignment No.2
Case Study M - 30

MANAGING CHANGE

WESTWARD EXPORTS LIMITED

BY

Prof. Dr. Mujahid Rafique1

In mid 1984 Mr. Mahmood, the General Manager of Westward Exports Limited, Karachi,
Pakistan was trying to implement a management information system. He was facing
resistance from Mr. Saleem, his most senior Supervisor. Mr. Mahmood wondered what he
could do to overcome this resistance.

Company Background

Westward Exports was an exporter of ladies cotton garments. It was a private

company established in 1971. It was a family run business and all four directors were
brothers. Over the past fourteen years the exports of the company had grown from Rs. 0.71
million in 1972-73 to

Rs. 59.76 million in 1984. Almost 90% of the exports went to USA. It owned no
manufacturing facility of any kind. It purchased cotton cloth from six different textile mills
and had the cloth dyed and printed. This fabric was then passed on to 138 stitching
subcontractors. The company had been expanding the product line over the years and by
1983 it was exporting about one million garments in over one hundred basic designs. The
100 designs were presented in a large of fabric types, shades, designs and sizes. When seen
in the context that the company had to get all these things done through subcontractors,
the managerial control of the operations became quite challenging. The directors who had
always been actively involved in each and every aspect of the business, and made all the
decisions by themselves, felt the heat of changing situations. They appreciated the problem
and decided to hire some professional assistance to bring more control to their operations.

Mr. Mahmood

Mr. Mahmood was hired in late 1983 to be the new general manager. He was an
agricultural graduate who had about fifteen years of marketing and sales experience with a
multinational organization. He also had attended more than a dozen management
development courses. The

directors were confident that he could introduce some new control measures to help ensure
the continued success of the company.

Mr. Mahmood quickly determined that if Westward Exports was to remain in business
it immediately must eliminate the haphazardness in its operations. No proper costing,

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no scheduling, no progress sheets or order status reports, no follow up charts, or for that

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matter no control procedure worth the name existed. It was all so nebulous he concluded.
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He .worked Currently serving as Chairman, Department of Commerce, Bahauddin Zakria
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University, Multan. late hours to comprehend fully the nature and scope of the companys
business and its coordination and working relationships without contractors. Almost
immediately he started to design a proper system to help cure the lack of control and
information available.

Mr. Saleem

Out of about 200 old employees in the company, the key operating manager was Mr.
Saleem. Saleem joined the company in 1973 as a production officer, nearly the lowest rung
in the companys hierarchy. He distinguished himself because of his hard work and was
promoted to be a supervisor. By 1982, Saleem, under direct supervision of the directors,
was looking after every activity in manufacturing. Right from raw material procurement to
packing and shipping of finished garments, he was coordinating all of the activities. Because
of the varied nature of his duties and his dedication to work, he was able to learn all the ins
and outs of the business. Saleem also was considered to be a man with a photographic
memory. He virtually ran the whole business from the information stored in his head. I
have an abhorrence for paper work, said Saleem. My work load is so great that I am
always engrossed in my job. Even my dreams are job related, he added. But due
recognition has always been awarded to me by my director.

Current Situation

Mr. Saleem initially cooperated with Mr. Mahmood. However, when Mr. Mahmood started to
implement some of the new systems and procedures, Mr. Saleem refused to go along
with them. Mr. Saleem even questioned the very need for such a drastic change. Ask me
about anything . any detail of a fabric, any garments any export order . For that matter
anything that has bothering the people here with such clerical burdens? These luxuries are
all right for big companies, but not for us. We can not spare people for such unproductive
things.

Mr. Mahmood understood that Mr. Saleem was close to the director and was the
senior-most supervisor. Therefore, his opposition could not be taken lightly. Mr. Mahmood
also felt that others might say that he had neither the general management experience nor
any particular experience in the garment industry.

Conclusion

Nevertheless, Mr. Mahmood was confident that the company did need the change and as
soon as possible. He was troubled; however, with the resistance of Mr. Salaams reluctant
to accommodate his new system, he would not be able to do the job.

Questions for Discussion

1. Do you agree with Mr. Saleem that such luxuries are for big companies, but not for us?
Why or why not?

2. How should Mr. Mahmood handle the current situation?

Solution:

ANALYSIS OF CASE STUDY

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Here is a suggested solution of case study; however analysis of the case study is

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different by different people.
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Do you agree with Mr. Saleem that such luxuries are for big companies, but not for us?
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Why or why not?

I would not agree. The implementation of new systems and procedures must be considered
from the viewpoint of the organization as a whole. Mr. Saleem has a narrow view; he is
evaluating the implementation by whether or not it will help him directly.

Large companies evolve from smaller ones and this transitional process always
involves change. Sooner or later, new ideas and concepts implemented to adapt business
strategy to a changing environment.

How should Mr. Mahmood handle the current situation?

He should include Mr. Saleem as soon as possible to the entrance of his work. It should be
Mr. Saleem believe that his ideas are very important and ultimately affect the final decision
on the application of these systems and processes.

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