Case Study 1:
Sparkle Cosmetics Ltd. launched a new herbal skincare range. The sales team, however, was
hesitant to push the new product as they feared consumer resistance. To overcome this, the
Sales Manager, Ms. Anita, held an interactive meeting, highlighting the unique features of
the products and offered a lucrative sales commission for every unit sold. She also assured
recognition in the monthly newsletter for top performers. Within two months, sales figures
exceeded expectations.
Questions:
1. Which element of directing is Anita mainly using in this case?
a) Communication
b) Motivation
c) Supervision
d) Controlling
2. The lucrative sales commission is an example of:
a) Non-financial incentive
b) Financial incentive
c) Recognition
d) Job enrichment
3. Recognition in the monthly newsletter satisfies which need according to Maslow?
a) Safety need
b) Esteem need
c) Social need
d) Physiological need
4. Interactive meetings conducted by Anita highlight which element of directing?
a) One-way communication
b) Feedback
c) Motivation
d) Supervision
5. Exceeding sales targets as a result of Anita’s efforts shows that motivation:
a) Is a one-time activity
b) Reduces performance
c) Inspires employees to achieve goals
d) Works only at lower levels
Case Study 2:
TechWorld Ltd. decided to implement new automation software in its accounts department.
The employees were reluctant, fearing job loss and difficulty in adapting. The manager, Mr.
Mohan, patiently explained the benefits of the software and arranged training programs for
employees. He also encouraged open discussions where employees could share their
concerns. With time, employees accepted the new system and efficiency increased.
Questions:
1. Arranging training programs is an example of:
a) Supervision
b) Leadership
c) Career advancement
d) Financial incentive
2. Encouraging open discussions shows which type of communication?
a) Downward communication
b) Upward communication
c) One-way communication
d) Written communication
3. Explaining the benefits of the software to employees is an example of:
a) Leadership
b) Delegation
c) Controlling
d) Staffing
4. The initial reluctance of employees is related to which barrier of communication?
a) Organisational barrier
b) Semantic barrier
c) Psychological barrier
d) Technical barrier
5. Acceptance of the new system after motivation proves that directing:
a) Is irrelevant in modern organisations
b) Converts plans into action
c) Works only through punishment
d) Is not linked with efficiency
Case Study 3:
At City Garments Ltd., the workers on the production floor often faced minor issues related
to stitching quality and machine adjustments. Their supervisor, Ms. Priya, patiently guided
them and corrected mistakes. She motivated workers by appreciating their improvements
and ensured discipline on the shop floor. She also passed on the workers’ grievances about
overtime wages to the management. The cordial environment created under Priya
improved team spirit and productivity.
Questions:
1. Which element of directing is mainly shown in this case?
a) Leadership
b) Motivation
c) Supervision
d) Communication
2. Appreciating improvements in stitching is an example of:
a) Financial incentive
b) Job security
c) Non-financial incentive
d) Autocratic style
3. Passing on grievances about overtime wages shows supervisor’s role as a:
a) Controller
b) Link between workers and management
c) Motivator
d) Trainer
4. Ensuring discipline on the shop floor highlights which function of supervision?
a) Facilitating control
b) Building morale
c) Reducing communication
d) Policy framing
5. Improved productivity under Priya proves supervision helps in:
a) Creating conflicts
b) Achieving organisational goals
c) Reducing efficiency
d) Avoiding communication
Case Study 4:
At Sunrise Hospital, the administration introduced a new system for scheduling doctors’
shifts. Notices were displayed on the board, but many doctors did not notice them and
continued to follow the old schedule. This created confusion in patient care. The hospital
later decided to hold weekly meetings and also created a WhatsApp group for doctors to
communicate shift updates instantly. As a result, coordination improved and patient care
became smooth.
Questions:
1. Notices displayed on the board represent which type of communication?
a) Oral
b) Informal
c) Written
d) Non-verbal
2. Doctors failing to notice notices represent which type of communication barrier?
a) Semantic barrier
b) Organisational barrier
c) Psychological barrier
d) Physical barrier
3. Creating a WhatsApp group represents which channel of communication?
a) Formal downward communication
b) Informal communication
c) Written communication only
d) Non-verbal communication
4. Holding weekly meetings represents:
a) Grapevine communication
b) Upward communication
c) Two-way communication
d) One-way communication
5. Improved coordination after meetings proves communication is:
a) Only formal in nature
b) A continuous process
c) Irrelevant for efficiency
d) Always downward
Case Study 5:
During the pandemic, Alpha Textiles Ltd. faced sudden disruption in supply chains. Workers
were worried about salary cuts and job security. The leader, Mr. Vivek, called an urgent
meeting, listened to workers’ concerns, and assured them that no one would lose their job.
He motivated them by promising additional health benefits and encouraged teamwork to
meet orders with limited resources. His empathy and quick decision-making helped the
company survive the crisis.
Questions:
1. Calling an urgent meeting to listen to concerns shows Vivek’s:
a) Autocratic style
b) Democratic leadership
c) Laissez-faire style
d) No leadership
2. Assuring workers of job security fulfills which need of Maslow?
a) Social need
b) Esteem need
c) Safety need
d) Self-actualisation need
3. Promising health benefits is an example of:
a) Non-financial incentive
b) Financial incentive
c) Psychological incentive
d) Career advancement
4. Encouraging teamwork to meet orders highlights which function of leadership?
a) Creating conflicts
b) Influencing behaviour
c) Avoiding discipline
d) Reducing communication
5. The survival of the company in crisis proves leadership is:
a) Unnecessary in organisations
b) Important for organisational success
c) Only related to top-level managers
d) Independent of employee morale
