NAUGHTY RULE

Abhishek Rai- Mr Venkat (Plant Manager) Aditi Gowda- (Narrator)

Amrutha- Mr Suresh (QC Supervisor)

Anil- Mr Ahmed ( Production Supervisor)

Anju- Ms Madhuri ( QC Inspector)

Ankit- Mr Gupta ( Production Manager)

Character Introduction

Highlights of the Case Study - Absenteeism risen in Gupta‘s Department.

- “Paint my Department in Black”

- Derisive Remarks

- Aged 23, Aged 52

- Our bonuses

- Absolute Reject Rule.

Organizational Conflicts.

Resistance to change.

Managerial Rule Breaking

OB Concepts related to the Case Study

Organizational Conflicts.Conflicts is a common occurrence in an organization. It is a process resulting in the perceptions of two

parties that are working in opposition to each other in ways that result in feelings of discomfort / animosity.

Low High

Optimum Level Of Conflict

Conflict

Performance

High

Organizational ConflictsConcept 1

Forms of conflicts in an Organization. • Task Conflict • Process Conflict • Relationship Conflict/ Interpersonal

Conflict• Legal Conflict • Inter Group Conflict ( QC vs.

Production Management Department)

Reaction to Conflict Avoidance- Goals are incompatible

(Absenteeism) Accommodation- Goals are compatible

but the interactions are considered not important

Competition- Goals are incompatible, but interactions are important.

Collaboration- Goals and Interactions are important.

Compromise- Interactions are moderate, Goals can be compatible or incompatible.

Competition

Collaboration

Compromise

Avoidance Accommodation

Degree Of Group Compatibility

Very High

Very Low

Importance of Interaction for Goal Achievement.

Structure to Manage Conflicts• Managerial Hierarchy • Rules and Procedures. • Liaison Rules

• Task Force • Team Building • Survey Feedback • Third Party Peacemaking

Structural Techniques To

Manage Conflicts

Interpersonal Techniques to

Manage Conflicts

Resistance to Change Concept 2

An organization is subjected to pressures for change, the sources of change can be

• People • Technology • Information processing &

communication • Competition

CHANGE IS INEVITABLE , SO IS RESISTANCE TO CHANGE

Sources Of Resistance (to name a few) 1) Threatened Power2) Threatened Expertise- ( Mr. Gupta’s

concern about his department being painted black) i.e. Tarnished image/ Reputation

3) Habits4) Security 5) Economic Factors (Ahmed’s concern to

Bonus)

If change is necessary, it is correct to point out that resistance to change can constitute another concept of misbehavior.

People confronting changes in their working environments often exhibit dysfunctional behaviors like

Aggression, Projection, Avoidance

These types of behavioral patterns affect the overall behavior of the organization.

Managerial Rule Breaking Concept 3

An examination of managerial rule breaking is potentially significant in times of rapid change where advantages have to be gained through flexibility and the effective use of power.

The conclusion is reached that, within certain organizational, professional, gender and personal parameters, managers demonstrate great versatility.

Formalized rules and policies is the third standard organizational characteristic. Rules, policies, and procedures serve as substitutes for managerial guidance.

For example, they may indicate the most efficient means of accomplishing a task or provide standards for rewarding workers. The benefit of formalized rules is that managers have more time to spend on other problems and opportunities.

The disadvantage of rules is that they sometimes stifle workers' creativity and autonomy, thereby reducing their satisfaction and effectiveness.

Case Study Questions

1) Should Venkat have called a meeting to sort out this problem ? Why or why not?

2) What do u say about the rule calling for production to halt if there are more than 3 rejects in an hour? Should it have been enforced ? Explain ?

3) What do you feel is the major problem in this case? Suggest a solution ?

Should Venkat have called a meeting to sort out this problem ? Why or why not?

Answer: Yes, In an organization

problems need to be dealt in a formal way, and all the parties involved in the problem need to be present so that both the parties can express their point of views and a Win to Win situation can be created

What do u say about the rule calling for production to halt if there are more than 3 rejects in an hour?

Should it have been enforced ? Explain ?

Yes, The company deals with manufacturing surgical instruments, supplies artificial devices to replace missing parts of the human body and supplies these to medical professionals and hospitals.

Since these products are related to health and well being, no compromise on the quality can be made, otherwise the poor quality can tarnish the company’s image.

Law, can be enforced and production will be stopped.

Major problems:

Organizational Conflicts.

Resistance to change.

Managerial Rule Breaking.

Solution Finding.

What do you feel is the major problem in this case? Suggest a solution ?

• Mr. Venkat should meet the 2 departments separately and try to figure out their point of views regarding the issue. He should help them understand the Super Ordinate Goal(s) of the organization and also help them realize that it is more important than the Inter-Departmental Goals

If this can be done then there can be a situation of COLLABORATION AND ACCOMADATION in the organization.

• Mr. Gupta also needs to realize that his departments reputation can go down due to ABSENTEEISM, and POOR QUALITY and not just poor productivity.

When good quality and productivity go hand in hand rewards like Bonuses, Increments, Recognition are bound to happen, which will in the end prove to be good to each individual of the organization and the organization itself!.

Solutions to the problems existing in Dr.Reddy Instruments:

RULES ARE RULES, THEY CANT BE BROKEN.

Mr.Venkat needs to talk this out to Mr.Gupta. He needs to help Mr.Gupta realize that all this while they have worked on an ASSUMPTION that nothing can go wrong if there are 1 or 2 defects, and the quality has been consistent.

The fact that Mr. Ranga Rao never really worried about the ABSOLUTE REJECT RULE before he retired is wrong and not feasible in today's world, also needs to be pointed out at.

In today's scenario where the customer gets the best, and importance is being stressed on concepts like TQM, SERVQUAL etc no compromises can be made.

Madhuri being a recent graduate is only doing her duty, at the same time being inexperienced will need the help of Mr.Gupta to understand the organization culture.

Regradless of the size, scope or location all organizations have one thing in common. i.e. people. It is the people who make decisions about the strategic directions of a firm, no matter how effective a manager may be all organization success and failures are results of the people behaviors. A manager can succeed only with the assistance of others.

Problems and challenges keep coming and going but an organization must go on!

Conclusion

Questions ?