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DECISION BETWEEN UNIV. OR HOSPITAL

Advantaqes/ strenqth of openinq hospital

It would increase the access to medical care specially for poor people. Stop the migration of good Doctors. Improve the health of women & children in general. Disadvantages / Threats l. Lack ofdoctors 2. Conservative approach of local people where women could be treated by lady doctors only. 3. How to obtain foreign doctors 4. To make local people go to hospitals for treatment & improvement of health.

1. 2. 3.

Advantaqes/ strenqth of openinq Universitv l. Existing University was small old & in need of extensive repair 2. Due to civil war the country desperately needed educated & professional people for

3. 3. 4. 5. 7.

development. Re-building of social infrastructure of Loyka.

DisadvantaseF / Threats 1. Fear of foreign intervention in Loyka. 2. Target for critics of the Government.
This could be'b target of physical attack. Less secure than a hospital Large no. of students could become a cause of unrest.

FINAL DECISION TAKEN BY GENERAL DIANE The result of the CPM & the survey clearly indicated that Loyka was not a perfect place for university and a hospital was a better option even though opening a university would have long term benefits but people of Loyka didn't understand or caf,e for long term benefits but
short term only. Moreover the soldiers of UWP needed immediate change for re-motivation.

8,

KOS POLOUK'S OWN BUSINESS EXPANSTON As the construction of hospital was finalized, KOS polouk's could

see a great opportunity

of

expending his own business and he could choose between 3 options. Option to keep the same scale of operations Option 2 Increase the scale of operation of his business the officer's dining hall. Option Maximize the scale of operations.

& not leave the job at

The survey financial implication, & comparative study clearly indicated that option 2 is the best option for KOS because his net income after interest & before tax is increasing from $ 150 to $ 1500 & his total income is increasing from $ 650 to $ 1500. The option I would give no added benefit to him & option 3 would require lot of financial investment which was not possible for him. CONCLUSION

1. 2. 3. 4.

The case analysis indicates that the tall structure of UWP should change to flatter, flexible, democratic, decentralized structure in any organization The commandant or head of the organization autocratic style of leading should be replaced by a contingent situational employee friendly and participative style. Motivational techniques specially the non monitory should be used for re-motivation of
employees.

Tactical objective should be fulfilled before fulfilling the strategic objectives.

PAPER I Case Studv: United V.Vorld Peace Mission to LOYKA

SUMMARY OF CASE
1.

2.

3. 4.

Loyka is a small country with economy divided into primary sector 45% Secondary sector l5oh, tertiary sector 40o% 2006-2008 - Loyka was torn by civil war. After the war, a new coaliation govt. was formed but it was not very strong. In2009 - UWP sent 4000 peacekeepers to Loyka - Based in Beral. Organizational Structure of UWP - tall, centralized several levels of hierarchy & narrow span of control matched the military structure Autocratic not flexible, orders were to be followed.

PROBLEMS IN THE gASE

1. 2. 3. 4. 5. 6. l. 8. 9. 10. 1.

The formationof,g weak coalition government. Eruption of violence Rigid, tallorgaruzational structure of UWP. Autocratic leadership style of the Commandant. Threats to UWP from local people of Loyka. Lack of motivation of soldiers. Defective leadership qualities of the Commandant. Not fulfilling corporate social responsibilities of an organization. Whether to go ahead with a new projbct of opening a university or a hospital in Loyka. Decision about the three possible options of the produce distribution business of Kos.

ANALYSIS OF CASE
SWOT ANALYSIS FOR UWP Strengths - Centralized Authoritative Structure, discipline, fixed objective, sense of stability to local people, international support. Weaknesses - Lack of motivation of soldiers, resentment from local people. People didn't like foreign soldiers interfering in their work, inappropriate behaviour of the soldiers with local people, disagreement with general Meiri, , Autocratic leadership style of General Meiri. Opportunity -When they first arrived the local population was largely supportive they were expected to create stability, maintain order, peace & security. Threats - Unappreciation from local population, violence against the troops, lack of flexibility within UWP.

2. FORCE FIELD ANALYSIS

UWP HQ in Geneva prepared a force field analysis to evaluate the UWP Mission to Loyka. The Head Quarter felt that the UWP mission to Loyka should change its strategy and the force field analysis as shown in Appendix-2 clearly indicates that more people & officials at UWP HQ were interested in changing strategy as against a few who didn't. The reasons for charge in strategy seemed to be more obvious like increased local opposition, decrease in troop motivation & morale and autocratic rigid leadership style of the commandant and some officials who felt that it was too early to change strategy. Strategies should be changed at least in 5 -10 yrs time not 2 yrs and resistance against change is inevitable in any work or mission and UWP was also working on same developmental work in Loyka.

LEADERSHIP STYLE
The contrasting leadership styles of General Meiri as against the newly appointed general Diane Pierce as Commander

General Meiri

Get>ese).D)es>eP)esce

1. 2. 3. 4. 5.
4.

Autocratic Style

Rigidity
Only one way to lead Only giving orders Standardized way of working

l. 2. 3. 4. 5.

Situational Style Flexible Change style according to situation Listening to people Customized way of working

OBJECTIVES FOR GENERAL DIANE

1.

olive flats either by f. improving public relations 2. reduce conflicts with local people 3. improving safety of UWP troops

Strategico.bjective Which is lon'fiterm & required long term planning for improving the image of the

2.

Tactical or operational objective

Short term daily basis for motivating her troops. Motivation can be monetary or nonmonetary but since salaries etc are set by UWP. She has to use non-financial motivational methods. She could use 1. Rewards Recognition More sense of achievement coaching monitoring Good healthy relations Flexible, participative attitude of leader

3. 5. 7.
5.

2. responsibilities 4. sessions 6.

NEED FOR CSR

Corporate social responsibility

1. 2. 3. 4. 5. 6.

For building up the confidence & relations with local people general Diane also thought of an improvement of social infrastructure of Loyka by using thi resources of UWp to build either a hospital or a new Univ. campus. as a non-profit organization. This strategic decision would help the UWp in following ways Importance of presence of olive hats would be understood by local people. uwP Mission's corporate social responsibility would be catered to. Motivation of troops by change in routine. Sense of achievement for troops. Building of positive relationship with local people. Fulfilling of the strategic &tacticaldecision by General Diane.

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2 hours 15 mirrutes

INSTRUCTIONS TS CANDf DATES

* Do notopn this examination paper **t*l instructed to d* so. t Bead tisE case study caref*lly. a S*c*ion A: arxwertwo questisr:s. i Sectior: * answerthe compulsory questior*" a *ctior"* e: ansrer the compr.llmry q*estion"

l------2
SECTION A

Answer two questions from this section.

1.

(a) Define the following terms:

(il public-private partnership (line 116) (iil economies of scale (line 121)

(2 marks) (2 marks)

(b) With reference to the UWP mission, distinguish between strategic (line 36) and (4 marks) operational objectives (line 39).

With reference to the organisational chart in appendix 1, examine 2 advantages and 2 disadvantages of a tall, centralised structure for the UWP Mission' (7 marks)
(c)

.:
.

\]\
(2 marks) (2 marks)

2.

(a) (b) (c)

ldentify 2 items that could be found in Kos's business plan.

Define the term corporate social responsibility (line 47)'

Explain 2 advantages and 2 disadvantages to Kos of using a bank loan to fund (4 marks) the new lorry (line 130).
Use all of the PEST categories to examine 4 external forces upon the UWP Mission to Loyka.

(c)

that may impact

(7 marks)

3.

(a) (b)

Describe 2 benefits to theUWP Mission of using ethical objectives.

(4 marks) Explain two advantages of using focus groups to gather the local community's (4 marks! opinion on the 2 development projects (line 99).

(c) Examine the importance of workforce planning for UWP during the (7 marks) construction of the university or hospital.

SECTION B

Answer the compulsory question from this section

4.

(a) Explain one cost and one benefit of the new hospital or university being operated (4 marks) as a non-profit organisation.
(b)To what extent would a change in the leadership style of the commander from

autocratic {line 8) to a situational leadership style help to remotivate the UWP (8 marks) troops?
(c) With reference to the case study and appendices 2to 4, discuss the 2 different options of building either a hospital or a university campus and recommend which you think will most contribute to a major improvement in the the social
i

nf rastrru ctu

'\

re of Loyka. (8 marks)

a.\

Section

Answer the compulsory question from this section

5.

(a) ldentify 2 advantages for Kos of having a 'first-mover advantage' (line 135) if he (2 marks) utilizes his contacts with the UWP Mission. (b) Analyse the role and importance of General Pierce's experience in social (7 marks) marketing in helping to reduce the UWP Mission's

problems.

(c) Examine 3 economies of scale that Kos could benefit from in increasing the scale (9 marks) of his.business operations with the UWP

Mission.

.\

aL

(d) Using@vant motivational theory, the information in the case study and the information ih appendix 5, evaluate the 3 growth options available to Kos and recommend which option would positively impact on his overall motivation.
(12 marks)