Question No:2 (Total 6 Marks) Each case Study 3 Marks

Case study

Ram is a draughtsman and, in the opinion of his supervisor, a very able and conscientious highly skilled worker. Indeed his annual merit ratings were much better than the average for other draughtsman and he had been given special increments in the past. He seems to be satisfied with salary and other terms and conditions. Ram is friendly with his fellow draughtsman and is respectful in his attitude, towards the drawing office supervisor.

Ram has become a problem man of late. He comes late two or three mornings every week. Though he may be only five to ten minutes late to reach the company, he shows up at the drawing office only after twenty minutes. The drawing office employees do not punch cards. The seating arrangement is such that any one absent, coming late or leaving early, gets noticed immediately. Since most of the draughtsmen arrive on time, Rams late coming stand out sharply. Almost all his colleagues like Ram. However, several of them have mentioned to be supervisor about this habit of Ram. They say it is not fair to let him get away with it. Some of them even asked that, if Ram can come late, why should they also not have the same privilege. Other who did not get special increments like Ram due to their lack of skill and ability, sarcastically commented, that they were not considered for special increments only because they were coming to work on time.

The supervisor believes that he has tried everything to persuade. Ram to improve his behaviour. He has talked to him about this four or five times. Ram says that his train is usually late and he is victim of circumstances beyond his control. The supervisor warned him that if he does not come on time in future, his increments, will get affected. Ram feels that this will be unfair to him and he may be forced to look for other organization.

The drawing office supervisor checked with one of Rams former employees about this regular late coming but his records shows no such problem when he was with them. The supervisor discussed the matter with the Personal Manager and sought his advice and assistance.

(a) How will you react if you were the Personal Manager?

(b) What is your advice to the Supervisor?

Case Study:

Questions:

1. Siemens AG is not the only company to be linked to bribery. Find at least two other examples and describe them briefly?
2. What might the managers at Siemens AG have done differently? Explain.

its Money. Secrecy. Foreign officials. Greasing palms. Bribery. That's the diny htu, secret about doing business globally that managers at multinational companies don's want to talk about. Although 39 countries worldwide have signed up for the OECD Anti-Bribery Convention to outlaw bribery and corruption, the problem is far from gone. Take Greece, for example, which has been censored by the OECD for failing a promise to crack down on corruption. The practice of political favouritism and passing fakelaki-envelopes stuffed with cash-in return for services is as prevalent today as it ever was. Indeed, since the country joined the European Community, mor than 150 scandals have come to light, and it is thought that part of the blame for the country's 367 billion ($486 billion) debt is down to an epidemic of corruption. From needless jobs to a refusal to give receipts, through tax evasion and then on to high-level bribery, it is estimated that Greek citizens spent nearly 1.62 billion (S2.15 billion) in 2012 on bribes. Foreign companies looking toward Greece are aware that this is often the cost of doing business there. In August 2012, the German group Siemens AG, reached a 330 million (8438 billion) settlement with the Greek government over long- running allegations that Siemens AG used bribery to secure a raft of contracts for the Athens Olympic Games in 2004. In an carlier case, two managers froin another Ger- man company, industrial firm Ferrostaal, were convicted of paying bribes in Greece and ordered to pay ines