SECTION C - CASE STUDY [20 Marks] Answer ALL questions in this section. Read the scenario below and answer the questions that follow A Simple Structure of FNF Strips Company FNF Strips Company is a small family-owned organisation in the business of manufacturing ferrous and non-ferrous strips and is situated in Andhra Pradesh.

The owner was also the chairman and managing director of the company below him there were six functional directors who were related to him (one son, one son-inlaw, wife, two nephews and the son of a family friend) and owned shares in the company. The total of FNF Strips was about 150 and most of the employees were employed as temporary workers (although they had been with the company for the last eight years or so in the manufacturing unit. These people had been handpicked by the owner in the earlier days of the company when the owner used to look after the factory. The structure in the factory was the only part of the organisation, which was somewhat elaborated, and in recent years an outsider was appointed as the VicePresident to manage it. The Factory manager and two of the shop managers were also the owners relatives. The owner, however, had continued to maintain control of the factory operations; he would visit the factory every day, give instructions to supervisors and workers, sometimes even overruling the directions given by factory executives. The technical investment decisions were mostly based on the owners subjective judgement than on any objective process of planning and market survey. Once, for instance, he ordered a costly high-capacity plant from West Germany, which was too sophisticated for the volumes required by the company. Its operations became viable after three years, during which the company built up a large inventory of unsold stocks and huge debt.

The main office of organisations had rented a flat next to the owners residence. Apart from the owner, and the functional directors, there were about five or six other employees housed in this office. These included two typists, one of whom also worked in the owners residence after office hours, and a marketing officer whose materials and stationery, etc. This lack of role boundaries could also be seen the functional directors, who would often look after each others jobs, though in all cases, the final consent had to come from the owner.

Source: Khanka, S., S. 2003 Organisational Behaviour: New Delhi: S. Chand & Company LTD.

Question 1 a) State any two (2) structural factors that could hinder organisational change at FNF strips Company. (4marks)

b) Give any three (3) ways in which can be regarded as micro- management of FNF Strips Company by the owner. (6marks)

c) Mention any three (3) guidelines on role of leadership regarding pursuing organisational vision at FNF Strips Company, according to BBC (2002). (6marks)

d) If you were an organisational development consultant at FNF Strips Company, what four (4) of consultant role would you apply as suggested by Blake and Mouton (1976). (4marks)