Dr.

Amita Joshi at
Samuel Drugs Ltd.
Human Resource Management

Group 3
 Ankit Agarwal Rahul Goyal
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Group 3

Astha Joshi Rachit Rangari

Our Team PGP37230 PGP37258

Prachi Khandelwal Soumajit Nath

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Table of Contents
Part 1: Part 4:
Organization and Culture Mishra as Director of Marketing

Part 2: Part 5:
Appointment of Joshi as CEO Future course of action

Part 3: Part 6:
Amita Joshi as CEO Investor perspectives
History of
 Founded by Samuel Houston, CEO, who owned 70% of the equity
Samuel  Started operations on August 15, 1982.

Drugs  Grew to be the biggest player amongst the MSMEs in 1994.

 Acquired reputation of manufacturing and supplying quality medicines at
affordable prices and made many acquisitions in mean time.
 In 1996 Samuel Houston stepped down and Dr. J. J. Mehta took his
position.
 Company started to stagnate and Mehta owing to health issues retired in
2003. Rohin Das was appointed as interim CEO and in 2005, company
reported loss of INR 20 million.
 In June 2005, Amita Joshi was appointed as CEO
 Organization culture that facilitated professional autonomy.
 Division of responsibility was based on competencies of people.
 Personalities of executives were matched with appropriate job content.
 High degree of formalization and the decision-making process was
unduly long.

Culture at Samuel
Drugs
Appointment of Joshi as CEO
Samuel Houston Dr. J. J. Mehta
1982-1996 1996-2003
 Founder and CEO  Stalwart of Samuel
 Visionary Drugs, was appointed
 Highly optimistic of the CEO
company’s growth  Deep-rooted allegiance
prospects to organization
 Skepticism about the
growth possibilities,
concerned with growth
of bottom line
Rohin Das Dr. Amita Joshi
2003-2005 2005 onwards
 Interim CEO  Appointed with great
 Industry stalwart haste after Samuel drugs
nearing his retirement posted its first ever loss
 Final appointment was
delayed due to certain
disagreements amongst
the board members
 Company reported its
first ever annual loss of
INR 20 million
 Amita Joshi as CEO

Strengths
 Intelligent
 Non- Conformist (defied irrational norms, spoke out against discrimination)
 Methodical and organized 

 Encouraging (Delegated responsibilities, gave credit where it was due)

 Liked taking up challenges
 Circumspect in the use of company resources

 Accessible to employees
 Took hard decisions when required (40% cut in manpower)

 Excellent administrator
 Believed in People- in their inherent capability and willingness to work
 Amita Joshi as CEO

Weaknesses
 Trusted people easily
 Too much faith in other person’s integrity
 Wasn’t able to judge people on a personal level (good or bad)
 Gave full autonomy where it was not required
 She took things personally (She felt betrayed and disgusted that somebody she had given major
promotion could do this to her)
 She believed that like her, everyone adhered to moral and ethical principles
 Rajesh Mishra
 He was general manager of sales in Samuel Drugs
 He had steadily risen through the ranks
 He was known to have excellent relationships with all his
previous bosses
 He had impeccable performance records
Mishra as Director of
Marketing
 During the first two months, Samuel Drugs got several orders that helped meet its
working capital needs
 Within the organization, Mishra was regarded as a highly rational person
 He was logical and charismatic, and convinced everyone of his capability and his
passion for the job
 He was more of a maverick than a collaborator
 He insisted on going alone to marketing negotiations, at which he had a very high
success rate
 He commanded great respect for his composure in the face of pressure and his
crisis-management skills
 Future course of Action
What actions can be taken by Dr. Amita Joshi

 Since EPL is a subsidiary of Samuel Drugs which can help it in  Ask Mishra to resign from the post of Managing
distribution of drugs in areas which are less accessible by the Director of EPL.
Samuel Drugs Lmt., Dr Amita Joshi can maintain good rapport
with Mishra and leverage the opportunity to increase profitability
 This action might set a tone for future decision being
taken by executives for the benefit of parent
of Samuel Drugs.
organization instead of subsidiaries alone.
 Delegating the responsibilities to the managing directors of
subsidiary units with some constraints can help to avoid such
 This course of action can be negative for the image of
the company, its management and leadership (internally
situations in future. OR and externally)
 Retaining Mishra as he can handle two departments at the same
time.
 Extra burden of employing a managing director of EPL
again under the existing constraints of the company.
 Establishing better communication amongst the departments and
decision making should not be completely autonomous. Rather
there should be some horizontal coordination amongst MD and
CEO
 Since EPL was a separately traded entity from Samuel Drugs, investors would see
this as a loss of a huge opportunity.
 Also, since the tender was crucial was crucial for Samuel Drugs to meet forecasts,
this could mean future dissent among investors.
 How Dr. Amita Joshi handles the situation thus becomes very important since
investors will be looking closely for an explanation.
 As an investor, the main focus is on competitive returns, which Samuel Drugs has
been delivering for some time. 
Investor
 Since EPL handled a large chunk of portfolio of Samuel Drugs, superior
performance by EPL might even lead to investors shifting towards EPL for higher
returns.
Perspectives
Thank you!