INDIAN INSTITUTE OF MANAGEMENT

SAMBALPUR

MID / END - TERM ASSESSMENT ANSWER SHEET

MBA First Year 2021-2023

Name Amrita Pasari
Roll Number 2021MBA072
Subject Written Analysis of Communication
Term Second
Date 11/01/2022

QUESTION 1

PROBLEM STATEMENT:

A Moral dilemma for Maria Perez where she is torn apart between following her principles and values
which doesn’t permit her to use the sensitive and confidential information related to Company Y (that has
been mistakenly shared by Pablo Correa, one of Company Y’s accountants); and following the instruction of
her manager Veronica Munoz to erase the information as coaxed by Correa, but only after using every
single detail in it to enhance the valuation.

Sub-Problem:

• Being new to the organization and holding her position at IBB very dearly, she doesn’t want her
equation with her manager to get tarnished while following her moral principles.
• Using the sensitive information shared by Correa also poses serious threats to IBB, and Perez has to
put this across to Munoz.

1
 Name Amrita Pasari
Roll Number 2021MBA072

ALTERNATIVES

Given all the information provided in the case, Perez has the following choices of actions:
Alternative 1:
Delete and refrain from using any sensitive information as coaxed by Correa
▪ The due diligence will be prepared with only the data meant to be sent initially by Correa, along-with
an attempt to explain Munoz why it is both morally wrong to do so and also poses risks to IBB.
Alternative 2:
Delete and refrain from using any sensitive information as coaxed by Correa
▪ The due diligence will be prepared with only the data meant to be sent initially by Correa, without
informing Munoz about the same
Alternative 3:
Consult the sensitive information but basing the due diligence on the data meant to be sent.
▪ The sensitive information will simply be consulted to ensure that there’s not deceit in the originally
sent data and the valuation is informative in a limited but accurate manner.
Alternative 4:
Approach the superior managers and top management regarding the dilemma
▪ Explaining to them the risks involved behind using the information accidently sent by Correa and her
dilemma given the instruction she received from Munoz.
Alternative 5:
Use the sensitive information mistakenly sent to enhance the valuation.
▪ Following Munoz’s instruction and using the sensitive information in detail in the final report

CRITERIA

The criteria to evaluate the alternatives mentioned above are as follows:

1. Interest of IBB (ensuring a quality due diligence report)

2. Morally and ethically correct (sticking to promise made to Correa)
3. Munoz and Perez’s relationship not getting affected
4. Correa’s job security
5. Perez’s job security
 Name Amrita Pasari
Roll Number 2021MBA072

ANALYSIS

CRITERIA Perez’s job Correa’s job Munoz and Morally and Interest of IBB
security security Perez’s ethically correct
ALTERNATIVES relationship not
getting affected

Delete and refrain

from using any AT RISK NO RISK AT RISK YES COMPROMISED
sensitive
information as
coaxed by Correa

Consult the
sensitive SOME RISK SOME RISK SOME RISK PARTIALLY PARTIALLY
information but COMPROMISED
basing the due
diligence on the
data meant to be
sent.

Approach the
superior managers AT RISK SOME RISK AT RISK YES NOT
and top COMPROMISED
management
regarding the
dilemma

Use the sensitive

information NO RISK AT RISK NO RISK NO COMPROMISED
mistakenly sent to
enhance the
valuation.
 Name Amrita Pasari
Roll Number 2021MBA072

DECISION

Based on our analysis, we can decide on the following alternative to be a right fit:
• Alternative 3
o Consult the sensitive information but basing the due diligence on the data meant to be sent.
▪ If implemented properly, this can ensure that all stakeholders will be honored as well
as ensuring that Perez’s values are intact.

IMPLEMENTATION

Consulting the sensitive information:

To ensure the data provided to be used is accurate and ensure a proper valuation is made, the sensitive
information can be consulted to check for accuracy.
However, no figures from the sensitive information will be put into the final report- ensuring there’s no
tangible

QUESTION 2

1. Sending the personal congratulatory message regarding promotion was certainly not a good idea on
Mr. Khanduja’s part as the initial mode of communication of the much anticipated appraisal results
should have been made formally via email. Everyone should have been kept in loop with the
promotion results, so as to avoid rumor mongering which mostly develops into an unpleasant
situation with multiplied complications.
Two separate mails should have been constructed for those who were promoted and for those who
were not. Both the mails, however, should have had the list of names of all those promoted, in order
to keep everybody in loop with the results. The point of difference between the two mails would lie
in keeping a congratulatory message in the mail meant for the shortlisted employees and a
consolation message in the other.
Again, to address the issue of the dejected employees who were expecting promotion but didn’t get
any, the parameters used for evaluating the appraisal should have been explicitly communicated to
the employees, so that they could analyze their shortcomings and work upon the areas where they
lagged. Mr. Khanduja, should also have taken the initiative to call a formal meet to clear the air of
confusion and to apologize for the blunder made on his part, as a corrective measure to the
unpleasant situation which had gotten developed. In the end, when necessary, the appraisal process
could be concluded with the implementation of corrective action. The areas that require
improvement are identified, and then the corrective or improvement methods are identified and
implemented.
Hence, to sum up, the following could have been the sequence of actions for announcing the
appraisal results:
a) Clearly defining the assessment parameters
b) Communicating the same to the employees along-with their respective results for each parameter
c) Two separate formal mails to both the groups of employees who were promoted and those who
were not
d) Introducing corrective counselling/actions for those who wished to opt for it, while ensuring that
no employee felt embarrassed for the same.
Name Amrita Pasari
Roll Number 2021MBA072

2. Yes, such incidents can most definitely affect employee productivity as they were left dejected, with
some being offended and embarrassed, while some others being left with a feeling of rivalry towards
their colleagues. No clarification from the top management could have massively snowballed the
situation further, and most certainly disrupted the entire ecosystem of the organization, with
inevitable loss of productivity. The situation would both cause a rift amongst the employees and lead
to a loss of faith towards the senior management and company values. It could also potentially lead
to multiple resignations and a threat to company’s reputation externally.

The heat of the situation could have largely been controlled, had there been prompt action on the part
of the top management. Had the MD realized his blunder soon after it was made, and taken
corrective measures alongside issuing a formal apology for the discrepancy created, the rumors and
the ill feelings developed amongst the employees could have been avoided to a great extent. He
could have gone as far as conducting a meet for open discussion and addressal of the confusing
situation for the employees.
Name Amrita Pasari
Roll Number 2021MBA072