Group 2

INTEGRATIVE MANAGERIAL ISSUES

 Roll Roll
Number Number Student Name
(Old) (New)

002 20-S-002 Keval Ajmeri

019 20-S-023 Nidhish Deshpande

037 20-S-046 Abhishek Jais

054 20-S-063 Aniket Lele

071 20-S-029 Fahad Nizam

088 20-S-108 Yashrajsingh Rajput

105 20-S-134 Prajwal Singh

123 20-S-154 Niraj Zambre

144 20-S-084 Namita Nair

Topic: Managing in a Global Environment
Name: Keval Ajmeri
Roll No.: 002 | 20-S-002
 A Manager’s Dilemma
● Yum Brands Inc. (the parent company of Taco Bell, Pizza Hut, and KFC) opened its first Taco Bell in
Bangalore in early 2010

● However, Yum’s push into India puts it into a battle with the other major fast-food companies for the
wallets and appetites of consumers in one of the world’s most populous countries.

● Although 60 percent of Yum’s profits now come from overseas markets, Graham Allen and Niren
Chaudhary, the managing director of Yum’s India business, recognize the challenges that face them
in establishing a strong presence in India.

● One such challenge is understanding the cultural differences in managing employees.

● How will corporate processes and procedures need to change to accommodate its newly hired
Indian employees?

Management by Stephen P. Robbins & Mary Coulter Pg. 70

 Multinational Challenges/Risks
● Conflicts Between MNCs and the Local Environment

● Coordination Between Headquarters and Overseas Subsidiaries

● Political Risks

● Economic Risks

Strategic Management: Formulation, Implementation and Control in a

Dynamic Environment by Abbas F. Alkhafaji, PhD (Pg. 172-174)
Strategic Management: Competitiveness and Globalization by Hitt, Ireland and
Hoskisson (Pg. 253-256)
Topic: Managing in a Global Environment
Name: Nidhish Deshpande
Roll No.: 019 | 20-S-023
 What’s your Global Perspective?
There are three possible global attitudes of Manager :

● Ethnocentric Attitude

● Polycentric Attitude

● Geocentric Attitude

Management by Stephen P. Robbins & Mary Coulter – Pg. 100,101

 Global Management in Today’s World

While managing in a today’s global environment, a manager should focus on two important aspects :

● The Challenge of Openness

● The Challenge of Managing a Global Workforce

Management by Stephen P. Robbins & Mary Coulter – Pg. 113-116

 A Global Mindset

● Intellectual Capital

● Psychological Capital

● Social Capital

Management by Stephen P. Robbins & Mary Coulter – Pg. 117,

Developing Your Global Mindset by Mansour Javidan & Jennie L. Walker
Topic: Managing Diversity
Name: Abhishek Jais
Roll No.: 037 | 20-S-046
 Managing Diversity

What is Diversity Management? Why Manage Diversity?

● Intranational Diversity Management ● Organization’s competitive advantage

● Cross-National Diversity Management ● Recruitment

● Workforce Diversity ● Retention

● Surface Level Diversity ● Marketing

● Deep Level Diversity ● Problem Solving

Managing Diversity Toward a Globally Inclusive Workplace by Michàlle E. Mor Barak (Pg. 329-331)
Managing Diversity in Organizations - A Global Perspective by María Triana (Pg. 4)
 Benefits of Workforce Diversity

The benefits of workforce diversity falls into three main categories:

● People Management

● Organizational Performance

● Strategic

Management by Stephen P. Robbins & Mary Coulter (Pg. 142-144)

 Example
Henry Banks is a district manager for a region of retail discount clothing store and is preparing for a
quarterly meeting with all of the store managers in the district. He plans to stress on the importance of
diversity as he knows the company needs a diverse workforce to meet the needs of the diverse customer
base of the company. However he is not sure how to convey this to the group of store managers.

To convey the importance of diversity in the workplace or the workforce diversity, Henry could use the
following points:
● Henry could review company’s values & consider how diversity is a critical aspect of a dynamic
culture.
● Provide data that indicate that diverse companies perform better than less diverse companies.
● Provide real life examples of situations in which diversity helped with a customer's shopping
experience or increased sales as well as example when lack of diversity had a negative impact on
the business.
● Explain how the store managers’ incentives are tied to the performance of the store.
Management by Stephen P. Robbins & Mary Coulter ( Pg. 143)
Topic: Managing Diversity
Name: Aniket Lele
Roll No.: 054 | 20-S-063
 Ten Guidelines for Learning to Manage Diversity

1. Clarify Your Motivation

2. Clarify Your Vision
3. Expand Your Focus
4. Audit Your Corporate Culture
5. Modify Your Assumptions
6. Modify Your Systems
7. Modify Your Models
8. Help Your People Pioneer
9. Apply the Special Consideration Test
10. Continue Affirmative Action
Harvard Business Review on Managing Diversity - R. Roosevelt Thomas, David A. Thomas,
Robin J. Ely, Meyerson Debra, Harvard Business School Press (Page nos.: 13-23)
 Diversity Theories

● Social Categorization Theory

● Social Identity Theory
● Similarity-attraction theory
● Modern racism theory
● Social Dominance Theory
● Critical Race Theory
● Status construction theory

María Triana - Managing Diversity in Organizations_ A Global Perspective-Routledge(Page nos.: 21-30)

 Examples of Organizational statements on Diversity
Company Name Statement

Diversity is an integral component of strengthening our ability to compete in a highly

JPMorgan Chase & Co. global and competitive marketplace. We are building a culture that respects the value of
differences among us and encourages individuals to contribute their very best

We seek to employ a workforce which reflects the diverse community at large, because we
value the individual contribution of people, irrespective of sex, age marital status,
HSBC
disability, sexuality, race, colour, religion, ethnic or national origin. Diversity brings positive
benefits, which will improve and strengthen our business.

We believe that by attracting and developing the best people of all backgrounds and
Shell experience, we uphold our value of “respect for people” and improve our ability to form
relationships and compete in diverse cultures and markets.

Gill Kirton, Anne-Marie Greene - The Dynamics of Managing Diversity, Second Edition(Page nos.: 200-201)
Topic: Managing Social Responsibility
Name: Fahad Nizam
Roll No.: 071 | 20-S-029
 Social Responsibility
•We define social responsibility as the adoption by a business of a strategic focus for fulfilling the
economic, legal, ethical, and philanthropic responsibilities expected of it by its stakeholders

•This definition encompasses a wide range of objectives and activities, including both historical views of
business and perceptions that have emerged in the last decade

Business and society- A strategic approach to social responsibility &

ethics by Ferrell, Linda Ferrell, O. C. Thorne, Debbie M Pg 6-7
Social Responsibility Issues

● Right to safety
● Right to be informed
● Right to choose
● Right to be heard
Business Foundations A Changing World 11th Edition by O.C. Ferrell
Geoffrey A. Hirt Linda Ferrell Pg 54-61
Should organisations be socially involved?

Management – by Stephen P. Robbins, Mary A. Coulter Pg 175-176

 Topic: Managing Ethics
Name: Yashrajsingh Rajput
Roll No.: 088 | 20-S-108
 Definition and Benefits of Ethics
Definition: Ethics can be defined as the factors that make a person or business
good, moral, truthful, honest, and sincere

Benefits of Establishing and managing ethics on a project

● Improves the overall social structure of the project team and its stakeholders
● Helps maintain a moral course in times of fundamental change
● Cultivate strong teamwork and a balance of the project culture
● Acts as an insurance policy by ensuring the contracts and procedures are legal
● Establishes values related to quality and overall strategic positioning of the project within the
corporation
● It is the right thing to do

Project Management for Business Professionals : A Comprehensive Guide - by Joan Knutson- Pg. 390,391
The Concise Handbook of Management : A Practitioner's Approach - by Jonathan T. Scott- Pg. 100
 Factors that determine Ethical and Unethical Behaviour

● Stage of moral development:

● Pre-conventional level ● Conventional level ● Principled level

● Individual characteristics:

● Values ● Ego strength ● locus of control

Management – by Stephen P. Robbins, Mary A. Coulter Pg 180-181

 Factors that determine Ethical and Unethical Behaviour

● Organization’s structural design

● Intensity of ethical issues:

Following six factors determine issue intensity

o Proximity to victims o Consensus of wrong

o Immediacy of consequences o Greatness of Harm

o Probability of harm o Concentration of harm

Management – by Stephen P. Robbins, Mary A. Coulter Pg 182-183

Topic: Encouraging Ethics
Name: Prajwal Singh
Roll No: 105 | 20-S-134
Encouraging Ethical Behaviours
● If an organization has a comprehensive ethics program in place, it can potentially improve an
organization’s ethical climate.

● The key variable, however, is potentially. There are no guarantees that a well-designed ethics
program or publically espoused values will lead to the desired outcome.

● However Managers can play a crucial role in ensuring that ethical behaviour is practiced within an
organization.

Business Foundations A Changing World 11th Edition by O.C. Ferrell

Geoffrey A. Hirt Linda Ferrell Pg 154-155
How can employees follow ethical behaviour?

● Employees can act consistently with the ethical standards of the companies in 2 ways :

○ Socialization Process

Employees feel they are expected to behave ethically on their own irrespective of the

guidelines laid out by the company.

○ Internalization Process

Employees feel they are expected to behave according to the ethical standards set by

corporates.
Business Ethics - An Ethical Decision Making Approach - Mark Schwartz Pg no : 43
How can Managers & Corporates encourage ethical behaviour?

● Employee Selection

● Code of Ethics and Decision Rules

● Leadership at the top

● Job Goals and Performance Appraisal

● Ethics Training

● Independent Social Audits

Management – by Stephen P. Robbins, Mary A. Coulter Pg 188-190

Topic: Managing Change
Name: Niraj Zambre
Roll No.: 123 | 20-S-154
Definition and Areas of Change

Change management is a comprehensive, cyclic, and structured approach for transitioning individuals,
groups, and organizations from a current state to a future state with intended business benefits.

Areas of Change:

● Strategy
● Structure
● Technology
● People

Managing Change in Organizations: A Practice guide by Project Management Institute(Page No. 7)

Management by Stephen P. Robbins, Mary A. Coulter(Page No. 213)
Why Organizations have to change?

Pressure on organisations to change comes from:

● The outside world

● Sources closer to home
● Inside the organisation itself

Managing Change: Learning Made Simple by Lesley Partridge(Page no. 6)

Kotter's Eight-Stage Process of Creating Major Change

Establish a sense of urgency

Creating the guiding coalition

Developing a vision and strategy

Communicating the change vision

Empowering broad-based action

Generating short-term wins

Consolidating gains and producing more change

Anchoring new approaches in the culture

Leading Change by John P. Kotter (Page No. 21)

Topic: Managing Innovation
Name: Namita Nair
Roll No.: 144 | 20-S-084
 Introduction to Innovation

● Innovation is driven by the ability to see connections, to spot opportunities and to take
advantage of them.

● An innovative organization is characterized by its ability to generate new ideas that are
implemented into new products, processes, and procedures designed to be useful—that is, to
channel creativity into useful outcomes

● Innovation matters, not only at the level of the individual enterprise but also increasingly as the
wellspring for national economic growth

Management by Stephen P. Robbins - Pg. 226

Managing Innovation (4th edition) - John Bessant & Joe Tidd - Pg 3, 5
 Types of Innovation

● The below 4P’s approach can be used to explore opportunities for innovation in a business

PRODUCT INNOVATION PROCESS INNOVATION

Changes in the things Changes in the ways in
(product/services) that an which they are created and
organization offers delivered

POSITION INNOVATION PARADIGM INNOVATION

Changes in the context in Change in the underlying
which the products/services mental models which frame
are introduces what the organization does

Managing Innovation (4th edition) - John Bessant & Joe Tidd - Pg 21

Strategic Advantages through Innovation

Managing Innovation (2013) - John Bessant & Joe Tidd - Pg 14

 Building an Innovative Organization

Networking
Laying the Managing
for
Foundation Change
Innovation

Setting an
Involving
Innovation
Customers
Culture

Fostering Involving Sharpening

Creativity Employees your skills

DK Essential Managers Innovation by John Bessant- Pg 52 - 69

Interview Questions and Answers
 Interviewed

Mr. Santanu Ray

Senior Partner,
AAA Insolvency
Professionals Ltd.
Q1. When there is drastic change in external environment, how do you deal with such
situations? Can you share one incident?

Ans.

● Pandemic impacted all business and sectors especially services industry.

● Before pandemic no one had ever imagined that remote working was possible in
service industry like mine.
● Now after one year of pandemic even law firms and courts rulings are functioning
online.
● In today’s world, businesses and people need to be resilient and more importantly
should be able to swiftly adapt to changing external environments and disruptions in the
industry.
Q2. Could you tell us various approaches that organizations use to enjoy the benefits
of having employee diversity & meet challenges associated with it, like stereotyping,
being biased?
Ans.

● The industry that I am currently working in is a “Knowledge Driven Industry”. The most
important thing here is the knowledge of the employee rather than the gender.
● In the Financial industry which I have been part of for almost my entire career, there is
a fair gender diversity. In such industry it doesn’t even matter if you are a man or a
woman, what matters is your skill set & the knowledge you possess.
● In AAA Insolvency, we have more women than we have men.
● Most societies in the world are patriarchal. But the change is inevitable. As it is said that
“change is the only constant”.
● The society is progressing slowly and steadily, change won’t take place overnight. The
situation is improving so is the law. 30-40 years down the line you will see all this
stereotyping and gender biased society or organization will cease to exist.
Q3. To what extent does having a diverse group of leaders in the top management
team affect the nature of decision making?

Ans:

● I had privilege of working in diverse fields and also under women bosses twice and
don’t think there is much of a difference in the nature
● There might be inherent biases like being more careful with a woman colleague and it
is fine
● A woman should not be expected to be a man in order to be part of a team. Her
inherent qualities need not be altered, her personality should be her own and should
prove her point with her knowledge and work
● Having said that, there can be a subtle bias where a woman colleague is accompanied
by a male colleague while going to a kind of hostile atmosphere for safety purpose
Q4. According to you, to what extent and in what manner, do organisational structure,
performance appraisal systems and reward allocation procedures influence
employee’s ethical behavior?

Ans.
● Ethics are very personal

● No one can teach a person to be ethical

● The need to be ethical, has to be engrained in the person
● In an organisation, If the top level manager is an ethical person, ethical behaviour
would be pushed down automatically
● If the opposite is true, the choice to be ethical or unethical will then depend on the
person
Q5. Technology has been constantly evolving around the globe. How does this
evolution change the way organization works and how do you move along with this
evolution?
Ans.

● When I started working, even pagers and computers were new. Books were in physical
form everywhere. Today, everything is digital.
● We have worked with floppy disks, then CDs, and now working with pen drive and
cloud!
● Technology makes work more efficient. Everyone has to adapt with the technological
advancements. That is the only way forward.
● Talking about my field, AI is being used in UK to help judges make faster decisions. Of
course, there is a human touch, but technology is now playing a crucial role in making
everything more efficient.
● You have to continuously evolve and upskill. I still do certifications and courses to
upskill myself. I also learn from my colleagues who are much younger than me.
Q6. Can you share an experience when your firm had to change how business is
conducted in order to accommodate new government policies?

Ans.

● There was a lot of resistance initially when depositories act was passed and
dematerialization of shares happened, entire way of doing business shifted
● The change was forced down on people and those who didn’t change couldn’t survive.
● It may create some disturbance initially but it is always good and everyone has to
adapt
● It created transparency, efficiency and reduced cheating
Q7. To what extent can the uncertainty about, what is and is not ethical, be a problem
for employees? Does having a formal statement of organisation’s values and ethical
rules, really help in this respect?

Ans.
● According to Mr.Santanu Ray, ethics is something that cannot be taught to someone
from the outside.
● Every employee must take it upon themselves to be ethical in life and not rely on some
formal statement of organization’s values to take the right path.
● In addition to this Mr. Ray is of the opinion that if an employee finds someone
approaching him or her with an unethical task then he or she must politely decline the
request and be diplomatic in their approach.
● Mr.Santanu also feels that if after repeated attempts an employee finds continuous
unethical behavior in their organization then they must simply look for another
opportunity outside the organization.
Q8. IBC 2016 has been touted by many policy makers as pro-creditors and under IBC 2016,
not adequate safeguards are provided to companies to protect their rights before handing
over the management to Insolvency Professionals (IP). Don’t you think IPs have a social
responsibility to act in favor of debtors (or the defaulting companies) this time who have
been battered during Covid 2.0 since IBC leaves too much discretion in the hands of IPs?

Ans.
● Mr. Santanu Ray, started off by saying that the premises are not entirely true.as IPs
generally do not have a lot of power or independence. In fact they are governed by a
committee of creditors. Within the committee, even promoters have fair representation
although no voting rights, but their points are duly noted. Infact, enough grievance
redressal is already given to debtors in the entire process. So IBC is not pro creditors.
● IPs have to act in provision of codes and not in favor of debtors or creditors.
● IBBI has punished several IPs in the past for takin sides.
● IPs have a major role to play and see that the company is rehabilitated. It is possible
only when IPs do their job in a fair manner.
● If the companies has been an NPA since the time before Covid, then no leniency
should be granted.
Q9. One of the key announcements in the 2021-22 Union Budget was around the
formation of a 'bad bank'. What are your views on the introduction of the "bad bank"
concept in the Indian Economy? Would it effectively help the Indian banks’ pile of bad
loans?

Ans.
● The challenge faced in introduction of bad banks is if the banks become complacent
that the bad loans are ultimately going to be pushed to the bad banks books.
● According to Mr. Santanu Ray, term lending or project lending should be done by
specialised project finance company, not banks. However, in the current scenario,
banks act as generalists who render to all kinds of funding whether it is to corporates or
retail.
● If there was a specialised approach for lending, over a period of time the NPA will
reduce.
 Case Study
Ace Manufacturing Pvt. Ltd
 Case Study: Ace Manufacturing Pvt. Ltd
● Ace Manufacturing Pvt. Ltd. manufactures components for various
automobile companies across the country since 1975
● The company recently had a change in their leadership
● Rakesh Inamdar, a dynamic personality in his early 40s, is the newly
appointed CEO of the company
● Rakesh has proven his mettle, by quickly rising to the leadership position in
his previous organization
 Case Study: Ace Manufacturing Pvt. Ltd
● Within just 3 months at his new position, the country has faced a pandemic
and lockdown has been announced
● Consequently, the business operations are affected

● In this dynamic environment and being new at the position, Rakesh has to
figure out a way to deal with many issues pertaining to the company’s
employees and operations
 Case Study: Ace Manufacturing Pvt. Ltd
Some of the issues that he faces are:
● Motivating the middle-aged employees to adapt to the new technological
mode of communication
● Addressing the communication gap between the team on shop floor and the
upper management
● Managing disruptions in cross border imports that affect the
manufacturing processes
 Case Study: Ace Manufacturing Pvt. Ltd
Some of the issues that he faces are:
● Remotely monitoring the performance of the employees working from
home
● Dealing with the fear of exodus of labours due to pandemic
● Managing company’s financial goals along with employees’ healthcare in
the pandemic
 Case Study: Ace Manufacturing Pvt. Ltd

How should Rakesh deal with the aforementioned integrative managerial issues?
 Case Study - Solutions
Ace Manufacturing Pvt. Ltd
 Case Study: Ace Manufacturing Pvt. Ltd
Possible solutions:
● Motivate through examples of previous changes in technology helped
improved efficiency; Conduct training sessions for all employees including
middle-aged employees; Make provisions for IT support
● Shop floor incharge can provide regular updates; Upper management can
schedule video calls to supervise shop floors regularly
● Look for domestic alternatives for short term; Figure out criteria for importing
raw materials with specific restrictions for long term
 Case Study: Ace Manufacturing Pvt. Ltd
Possible solutions:
● Digital log book to be updated after regular intervals of time; Daily stand-up
meetings to discuss targets and updates
● Ensure full wages for labours, sanitization of shop floors, paid COVID leaves
● Prioritize healthcare to reduce uncertainty among employees; Senior level
management can take salary hits (but no job loss)
THANK YOU