PRINCIPLES AND PRACTICES OF MANAGEMENT

LEADER : NAGAVARA RAMARAO NARAYANA MURTHY

--THE TEAM--
NAME PRN
Himani Deshmukh 21030241017
Roopam Das 21030241036
Rushabh Shah 21030241037
Saborni Kundu 21030241038
Foram Sukhadia 21030241050

UNDER THE GUIDANCE OF – PROF. KRISHNAN

RAMANATHAN
SYMBIOSIS CENTRE OF INFORMATION TECHNOLOGY
(SCIT)
 Nagavara Ramarao Narayana Murthy 

• Indian billionaire businessman, born on 20
August 1946 in Shidlaghatta, Karnataka.
• The founder of Infosys and has been the
chairman, chief executive officer (CEO) and
chairman emeritus.
• Has been listed among the 12 greatest
entrepreneurs by Fortune magazine.
• He has been described as the “Father of
the Indian IT sector" by Time magazine
and CNBC for his contribution to
outsourcing in India.
 Leadership
• The process of influencing the behavior of others to work willingly and enthusiastically
for achieving predetermined goals.
• A leadership job is to develop responsibility and initiative among his subordinates.
 Why Narayan Murthy?
Simplicity

Risk
Honesty
Taker

Sic Parvis
Persistent
Magna
 Leadership Traits
Simple Living and Visionary Courageous
High Thinking

Of the Professionals, For

Uses public transport, the Professionals, by the
No leadership without
down to earth. professionals courage
Flies in economy. Distinct Vision and Zero Take tough and
Capital unpleasant decisions
Voracious Reader
Farsightedness
 Leadership Style
Transformational :-

• A young argumentative Indian, was asking too many

questions at an annual general body meeting of Infosys.
More impressed than irritated, he hired Mohandas Pai, who
went on to help Infosys list on NASDAQ

Transactional :-
• When Infosys decided to give its employees stock options,
Murthy Insisted that some shares be given to good
performers through the 'Chairman's quota.
CONT…
Charismatic :-

• Urged his employees to cut down working late after office

hours.
• Despite failures in the past, he decided to start a new
company by investing hard earned money.

Servant :-

• When Infosys was set up, Narayan Murthy took a pay cut
while salaries of other co-founder's were increased by 10
percent.
• Infosys Technologies Ltd has given away stock options
worth Rs 50,000 crore, or over $10.5 billion (at current
market prices), to its employees since its inception.
Situational Leadership Theory
 Telling Style
• Situation - Low competence and low
commitment levels.
• Resolution - He initiated the largest corporate
training center in Mysore, in 2002 which is a
proud testament to the company's value and its
soaring ambition.
• Result - Elevated competency and confidence of
the employees, who in return were able to
contribute towards the company.
Delegating Style
• Situation - High competence and High
commitment levels.
• Resolution - Coming out of retirement to serve
the company.
• Result - Revenue growth doubled to 11.5%,
the company won 238 new clients, the most
ever gain in a single year and the stock gained
over 20%.
 Was his leadership effective?
• Joint venture with Kurt Salmon Associate was one of it's kind, but when it
Collapsed, all the partners decided to step down, but because of his courage they
stayed.
• He came out of retirement to serve and save the image of Infosys when its
performance devaluated.

Awards & Achievements :

• Padma Shri by the Government of India, 2000
• Padma Vibhushan by the Government of India, 2008
• 25 Greatest Global Indian Living Legends, 2013
• CIF Global Indian Award by the Canada India Foundation
• Infosys became the first Indian to be listed on NASDAQ
• Infosys also became the first listed Indian company with revenue of $1 Billion a year.
 Bibliography

• http://iasir.net/AIJRHASSpapers/AIJRHASS14-692.pdf

• https://www.academia.edu/7428882/A_Biographical_Analysis_Of_Narayan_Murthy

• https://www.managementpedia.com/threads/leadership-style-of-mr-n-r-narayan-murthy.200239/

• https://fdocuments.in/reader/full/leadership-qualities-of-narayan-murthy
• Pallavi Srivastava, Swati Singh(2016). Narayan Murthy: The Table Turner in Troubles Times?
Retrieved from Amity Business Journal Vol. 5, No.2 ,06 December 2016

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