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ET Cases, 5 pages
AUTHOR(S) : Deepti Nair and Dr. Nagendra V. Chowdary

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Expected Learning Outcomes

• How great places to work are created?
• Can fun at work be induced or imposed?
• How can a happy work force be created?



Creating a Great Place to Work

1. Take a look at the Multinational Companies (MNC) and Indian Companies mentioned below and answer the questions that follow:..........

2. Every year, Great Place to Work® Institute and FORTUNE put forth a list of the ‘World’s Best Places to Work’ and ‘FORTUNE’s 100 Best Companies to Work For®’, respectively. According to you, what criteria might be taken into account while formulating these rankings? Do you think, companies should make conscious efforts to get into such coveted lists or should their focus only be on creating a desirable organization such that they become a naturally preferred workplace?...............

Teaching Note Preview




This case flyer focuses on the issue of inducing fun at a workplace and the manner in which this forced fun might boomerang. The accompanying article highlights the increased interest of organizations in creating a fun-filled work atmosphere and the various initiatives taken by them towards fulfilling this objective including, gamification of work tasks and hiring consultants to construct a ‘Gross Happiness Index’ for the workplace, etc. However, the expectation of maintaining a cheerful facade on a day-to-day basis, might in turn act as a new pressure point for the employees. Can creating a fun-filled workplace turn into a bane instead of a boon? How can companies prevent the continuous expectation of putting forth a cheery appearance from translating itself into an emotional labour for its employees?

Expected Learning Outcomes

  • • How great places to work are created?
  • • Can fun at work be induced or imposed?
  • • How can a happy work-force be created?


Positioning and Setting

This case flyer can be used in the following course:

Organizational Behavior – What is Organizational Culture? – How organizations should focus on creating a fair and unprejudiced work culture instead of trying too hard to induce or impose fun at work.................


Exhibit (TN)-I: Preferred Company for Life-Long Employment

Exhibit (TN)-II: Inducing Fun at Work


Annexure (TN)-I: Board Plan

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Product code: OB-4-0012, OB-4-0012A


This case flyer and the accompanying article1 enables a discussion on the long debated concept of fun at workplace and how should organizations create a naturally conducive work environment. It provides a platform to debate on many thought provoking questions including whether fun can be induced and managed at a workplace and whether fun and work can be viewed as two sides of the same coin.
Unruffled by the turbulence in the global economic market, companies continue to invest in various fun inducing workplace practices. Moreover, with fancy designations like chief cheerfulness Ninja and head of fungineering, etc., donning the corporate corridors, the 'Fun at Work' movement has been showing no signs of waning away. Can fun at workplace be induced or imposed? Is forced fun at work and employee productivity related? In the contemporary corporate scenario, companies are encouraged to create a work culture where varied personality types can flourish and work in harmony instead of trying too hard to induce forced fun among its employees. How can organizations create an encouraging work culture where different personality types can thrive and prosper? What is the relationship between fairness at workplace and employee happiness? How can companies ensure a fair treatment across all levels?

Pedagogical Objectives

  • To understand how great places to work are created
  • To deliberate whether fun can be induced or imposed
  • To understand how to create a happy workforce

1 Oliver Burkeman, 'Forced Fun at Work Can Boomerang', The Economic Times, December 13th 2013

This Case Pack Includes:
 - Abstract
- Case Flyer
- Analysis
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