Case Study i: Tulip Private Ltd Tulip Private Ltd. is a place for shoppers who want a new look either with a new haircut, or a new mak up. The Managing Director Mr. Ali had started his business in 1994 with a small retail store on Tariq Road selling imported cosmetic items, as he had done so well with his store business Mr. Al decided to expand his business. His decision resulted in him purchasing a large outlet at Forum which spreads over two floors. The first floor had sales of perfumes and cosmetics and the second floor had a beauty treatment clinic and skin care consultancy Mr. Ali was very proud of the fact that he had been able to tap into the growing personal grooming market and looked forward to great success with his new venture. Mr. All had studied the science of dermatology, therefore he took charge of skin care consultancies and did them himself. If ever an experienced employee would take it upon himself to guide client Mr. Ali would get upset and tell the employee to leave decisions to Mr. Ali. One major problem that Mr. All faced was that of theft. His cosmetics and perfumes were pick up by employees in spite of strict vigilance, he was unable to pinpoint as to which employees were responsible for such thefts. One more issue that exasperated him was that the staff he trained for technical jobs were recruited by competing firms and he perpetually had to keep training new workers. Customers who were old clients wanted to be served by employees who they were comfortable with, rather than new employees all the time. As a result Mr. Ali had to deal with customer defection as well. He hired a manager, who cheated on him and ran away with a lot of cash. After that Mr. Ali had trouble trusting anyone. Recently, just when he thought he had enough problems, his employees came with a demand for a pay raise. Mr. Ali felt that just one or two who he felt had been loyal were justified to ask for a raise but he knew if he did not give a raise across the board, he may face even a bigger turnover problem. The last thing he wanted now was to deal with, was opting out. He felt completely corffered. Questions: 1. Analyze the symptoms in the case study, and state what you feel is the real problem?(2 marks) 2. What is Mr. Ali's leadership style? Do you feel that the leadership style adopted by Mr. All is appropriate for the situation he faces?( 4 marks) 3. Keeping in mind Fiedler's theory of contingency would you advocate a task or a relationship style of leadership in such a case and why? (3 marks) Assume that you have been hired as a consultant by Mr. Ali to help come out with solutions, what are the suggestions you would make for smooth operations of the business? (3 marks) 4