Background of company The Reliance Industries India group is India's largest private sector conglomerate.

The Reliance Industries Limited was started by the legendary Late Dhirubhai H. Ambani. After a humble startin the late 1970's as a textile company its success skyrocketed and now covers almost all industry verticals. The first address of Reliance was in a small 350 sq office joint with a telephone, table and three chairs and only two assistants. The family too managed in a one room flat. Nowadays, the Reliance Group is among India’s top three private sector business houses on all major financial parameters, with assets in excess of Rs.180,000 crore, and net worth to the tune of Rs.89,000 crore. When ranked by revenue, Reliance Group is the largest publicly traded company in India by market capitalization and secondlargest public corporation in India. The company is listed on Fortune Global 500 and Forbes Global 2000. It is an Indian conglomerate company headquartered in Mumbai, Maharashtra, India The group has a customer base of over 100 million, the largest in India across the companies, and a shareholder base of over 12 million, among the largest in the world. The company has operates through three business segments, includes petrochemicals, refining, and oil and gas. Besides, there are some other segments of the company also, includes textile, retail business, special economic zone (SEZ) development and telecom/broadband business. The Reliance Group touches the life of 1 in 10 Indians every single day through its products and services. It has a business presence that extends to over 20000 towns and 4.5 lakhs villages in India, and 5 continents across the world. Besides, the interests of the Group range from communications (Reliance Communications) and financial services (Reliance Capital Ltd), to generation, transmission and distribution of power (Reliance Energy), infrastructure and entertainment. Reliance has more than 3 million shareholders, making it one of the world's most widely held stocks andthe group has continued to grow since its split in January 2006. On 30 May 2011, Reliance Industry's stock slumped 4% as due to reports that the Central Bureau of Investigation was probing a former upstream regulator for the company's alleged favouring of private-sector energy companies. The leaked CAG’s draft report affected RIL’s shares, making the stock descend by 10.5% by 23 June 2011.

2nd questions Management in simple words are characteristic ways of making decisions and relating to subordinates. Different management styles and employed by different organizations depending on the prevailing culture, the nature of the business, the nature of the task and the personality and skills of the leaders (Pearce and Robinson 2004).

for achieving rapid growth for investors. Kaizen Activities and customer focus approach led to the improvement in quality. So that it is quite interesting to explore why managers in India have been unusually successful when compared to all other nations in Asia. The introduction of various quality improvement tools in the facilities like the Total Quality Management( TQM). multiplying the equity investments and creating new billionaires (Rajesh and Anand 2005). Moreover they aim to have a sound system of risk management and internal control. such as relying on the technology of foreign partners. while carefully negotiating the reduction of dysfunctional hierarchical and male-dominated power stratifications are also parts of management of India. investment and servicing. entrepreneurship. Jitendra and Michael 2010 ). RIL(Reliance Industries Ltd) focuses on high performance work culture which fosters innovation. inclusiveness. and recognizing that managers must author the destiny of Indian companies themselves. The existence of code for board of directors and board committees.The management in India has been about rediscovering and redeploying the culturally embedded local operational and servicing endowments that were lost during the colonial times. It also about devoting close attention to the fundamentals . Harbir. The company believes that it is the innovation in thinking and execution that has made RIL reach where it is today. productivity improvement and customer satisfaction in the organization.technological capabilities. The firm belief of innovation being the differentiator for future and the source of competitive advantage shows the importance that is given to it. clients and employees ( Peter. RIL realizing the importance of human and intellectual capital for business success. shareholders. teamwork and continuous improvements. focusses more to the use of its human potential and the creation of learning organization to help in continued success in future. They aim to provide timely and balanced disclosure of all material information concerned towards stakeholders. The growing importance of Corporate Governance by RIL shows its priority towards a transparent and accountable organization thus being able to meet the needs of all the concerned stakeholders. as well as trading and exchange . Among all RIL basically focuses on innovation and has a innovative council for promoting the same. The publication of annual corporate governance report is one important aspect showing its growing inclination towards it and its aim to have fair and equitable treatment of its employees. The impetus comes from the failed expectations of easy solutions. customers and investors. The humane mobilization of group loyalties. and recalibration and re-aligning them through the assembly of networks in the global markets. exist in arbitraging intellectual servicing cost differentials between the local interior and global exterior. code of business conduct and ethics for director/management personnel signifies the existence of the .

Dhirubhai started Reliance at a time when most companies in India were owned by the government. Cuturally-Sensitive Models of Family Businesses in Southern Asia: A compendium Using the GLOBE Paradigm. with the Japanese focus on the latest technology. N. References Gupta. Dhirubhai raised capital from the public by offering shares of his companies. V. This is the typical Indian management as Indian management focusses on fundamentals. Some were entrusted with obtaining government licences. Levenburg. T. is an important factor for woman working in outside managerial and leadership position (Tony 2000). ICFAI University Press. the family is one of the basic units of Indian society. Different group of people were given charge of different competencies. investment and servicing. India managing corporate strategies are family splits including recognize the synergies among different operations and make each business group more focused and cohesive. . Support from the family. he evolved a unique style. we know that Reliance remained diligently focused on talent management to sustain its growth. Moore. Key positions in family business management are often held by members of the extended family as well as close family friends and confidants. Instead. Motwani and Schwarz 2008) In the atypical Indian management aspects. Hyderabab. like how to run the company efficiently. technological capabilities. particularly parents-in-law.culture driving the whole organization towards effective corporate governance From the case study. such as for importing something quickly to reduce the cycle time. Besides. The next typical Indian management from the case study is after Dhirubhai passed away. and the private players were given step-motherly treatment by the government while offering licenses and permits..owned financial institutions for funds. Dhirubhai never followed the textbook style of management. J. And still others focused on the operations. which combined the American style of entrepreneurship. 2008. The company hired managers from the public sector to introduce the best practices for setting up standard operating procedures and processes. and Schwarz. he added the innate shrewdness of a Gujarati businessman. Motwani. when most Indian business houses depended on government . (Gupta. Others were responsible for timely project execution. Professional managers in these business gain top leadership positions usually after worked for several years. his wife decided to split the group to sort out the rivalry between her son-Mukesh. In Indian culture. And to this. Similarly... money and men and exhibited a passion to find solutions to problems (Rajesh and Anand 2005). Analysts feel that he was a perfect manager of time. and her younger brotherAnil. Levenburg. Moore. L.

S. Simon. K.. Palgrave Macmillan.223226 . and Anand. p. K. Harvard Business School. J and Robinson. Principles of Management ( 3rd edn). New Yok. 2010. The India Way. p. Rajesh.152-154 Tony. K.. New York. H. M.Pearce. Implementation and Control (2nd edn). B and Welson. 2006. and Michael.55-59 Ronald. C. The McGraw-Hill Companies. Edi. Boston.. Strategic Management: Formulation. Ashgate Publishing Limited. Harbir. S.. 2005. R. England. 2004. Doing Business in India. U. R. p. The McGraw-Hill Companies. S. 2000. Jitendra. Peter. Marketing (8th edn).

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