ADMAP Grp19 1st Submission

7/30/2019 ADMAP Grp19 1st Submission

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ADMAP QUERIESSOLUTIONS

11/23/2012 ADMAP Group Submission by Group 19

Group 19

Abha AjmeraGitika SinghAbhishek SinghAtul MishraKushal JalanChandan Agarwal


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ADMAP Queries Solutions

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ADMAP Queries SolutionsP R E S E N T E D B Y G R O U P 1 9

In today's world which consists of fast-changing business contexts, where mergers and acquisitions

take place frequently, there may be instances where we are required to take decisions without

having complete knowledge of the administrative context i.e. systems and structures. How do we

function as effective administrators in such a context?

Context is composed of systems and processes. When we formed this query we were focusing on the

absence of the systems and processes in taking a decision. While interacting with FMB participants, one

of the most prominent queries they said was the lack of information which is so easily available for big

MNCs these days. Often the organizations they are dealing with do not reveal complete information or

present something extra added to what is the reality. The Satyam scandal also points out that system,

structure or process can be deceptive sometimes.

When we asked this query to Vasant Sir, he aptly replied that if we take decisions in the light of

incomplete knowledge of the administrative context, then the accuracy of the decision will not be very

high. Correctly so, even Organizational behavior emphasizes that for merger and acquisitions and

other highly interactive business activities, organizational culture (of which context is very important

part) is very important. Decision taken in less knowledge may lead to incompatibility, loss of goodwill

and various kinds of loses.

So the question is what we can do? Our group on contemplating these issues came with a solution of

observing the Body language of the company. The crux of lecture by Vasant Sir was that context helps

in decoding the body language of the company. They help in understanding the psychology of theorganization as well as how they are able to get things done.

What our academic group suggest is how to understand the administrative context when the

knowledge is not available. Decoding the context of the organization by observing it.

Behavior and Performance

The Christensen articles deals with the impact of structure, system and processes on the behavior and

performance. In our guidance material regarding Vasant Sirs session we have been given the example

of GE which gave stock options and its possible impact on the behavior of the employees. Then we also

have TATA group and the contrasting leadership styles of JRD Tata and Ratan Tata. However if

information regarding context is not available then we suggest a an action plan

1) Why is the context not avail able?Suppose the organization claims itself to be very transparent and very honest and the details regarding

the methodology of few non confidential processes are not available on request, or no one is ready to

talk about then the question is what type of organization it is? We can deduce it is the organization is


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either not very clear with its own context or they are trying to hide them.

If the organization is transparent with the processes but they are not coherent with the results which they

are giving then again it requires us to do further analysis, whether the context provided is right as in, do

they actually follow those processes and adhere to structure or do they suffer from leakages which

renders the structure and steps of procedure useless. By leakages we mean compliance to the

procedures and systems. For example a company may set up strict rules against bribery, however if they

do not keep enough provisions for protection of these rules then they might be of no value. For example

every company under Tata Brand name distributes Tata code of conduct to its employees which lays

down some basic rules for the organization irrespective of domain or industry.

Now Tata Organization has to select few high ranking officials who have the responsibility of

compliance of the code of conduct as well as making sure that the organization is transparent enough and

it encourages the employees to report any malfunction regarding the code of conduct. Steps like these

make the system and process transparent and even if the organization will not reveal its complete

administrative context the other stakeholders will be assured of its values.

2) What type of decision are we talking about?Another important factor which we realized was the type of decision we are taking. Suppose I am buying

a packet of potato chips, now for that decision I do not need to know the financial statements of the

company or its net income however if tomorrow that potato company gives me the proposal of starting a

joint venture then the required level of contextual knowledge will be different. Further still if they

propose to sell their organization to me the level required will be completely different. Hence it is

important to know the type of decision we are taking. This level determines the amount of contextual

knowledge that we require.

So if the organization is not completely transparent but the information which is available is authentic

and it is sufficiently high to take correct decision, then an administrator can take right decision.

3) Roleof context specially in mergers and acquisitions and how can we be assuredIn our query of taking decisions we realized that mergers and acquisitions are one of the most important

decisions where knowledge of systems and processes are very important. When the amalgamation is

based on mutual consent then there is good chance that organizations will share the knowledge, however

if a company is wants to be sure and administrator wants to be reassured of the correctness of the

decision, he can form a alternative knowledge base of systems and processes through interaction withvarious stakeholders like employees, shareholders, vendors, public image as well as independent

auditors associated with the company.

These channels will provide him knowledge and he can form the administrative context. This can be

compares to the system and processes which has been provided to them. The degree of coherence will

form the basis of assurance and security. Low coherence can warn the administrator to do further


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analysis or demand explanation or call off the deal.

Knowledge of the administrative context is indispensible for taking correct decisions. However we do

realize that seldom we get the ideal situation. So we suggest first measure the level of information which

is required, talk to alternative channels, make your own deduction and compare with what is available.

Alternative channels should be used and if situation demands then reverse analysis of results and

behaviors can be used to determine the context.

We categorize schools and colleges into educational institutions but these days they are getting

commercialized so would calling them an institution be right or wrong?

An organization is an entity that exists for a predefined purpose. In a business context an organization

can be termed as an entity that functions through a collection of processes, systems and people for the

purpose of generating revenues or money. In a social context an organization can be defined as an entity

that exists for the purpose of adding value to the environment and society. Thus a business like Google

and an NGO like CRY are both valid examples of an organization. This brings us to the next step. Whencan an organization be called an institution? Is this differentiation dependant on whether an organization

generates money and is commercial? What attributes need to be present in an organization for it to be

called an institution? Answering this question will help us understand whether schools, colleges and

universities which serve the purpose of providing education to the students, as well as generating

revenue and income for its stakeholders can be termed as institutes or organizations.

All institutions may start of as organizations i.e. they may be entities set up to fulfill a particular purpose.

Over a period of time however if the organizations adopt a value system that is a belief about the

right/wrong way of doing things in order to meet its objectives then the organization is said to have

transcended into being an institution. For example let us consider two cases

Case A: A management college A is set up to provide business education to students

Case B: A management college B is set up to provide business education to students. Additionally the

founders believe that the right way to do that society needs ethical managers and hence the students must

actively participate in social activities. They also believe that students need to learn by doing.

In case A the college stakeholders will do whatever is necessary to provide MBA education to students

i.e. they will do whatever is necessary to meet its goal and purpose and hence case A is an example of an

organization. In case B the college stakeholders are willing to engage only in activities that will allow it

to meet its goal while confirming to their beliefs and values. Thus case B is an example of an institution.

In the given scenario let us assume there comes a time when it is observed that a management college is

able to provide better placements to its students and thereby attract more students by offering to teach

them how to find loopholes in the stock markets and gain large returns. College A will quickly adapt this

strategy because it believes in operational efficiency and following processes that help it meet its

primary objective. But college B will resist any attempts to engage in such activities because while this

change could help boost its student numbers and thus help it fulfill its objectives, the activity is not in

line with its value system. Additionally if college A can be easily shut down, it is expendable if the


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purpose for which it was set up no longer exists. Nut college B is not expendable. It has a value system

with which people relate to and thus all the stakeholders involved who believe in that value system will

make the utmost efforts to keep the college alive.

From this example we can see that organization transcend into being institutions by

a. Having a value system or a set of beliefs that guides all its strategies and actionsb. Consistently following the value system while responding to external and internal stimuli.

By doing these things an organization follows Selznicks process of institutionalization and develops a

distinctive character for itself. We can test whether an organization has become an institution by the

expendability test i.e. if the organization has developed character then it will not be expendable and

cannot be shut down and discarded easily. Additionally as organizations transcend into being institutes

they become less flexible. As seen in the example, college A will adapt to any activity that will help it

meet its goals but college B has certain processes and certain values that guide its actions and will thus

face resistance when faced with changes that challenge its values. Both College A and College B earn

revenues, make money but college A is an organization whereas college B is an institution.

Thus schools, colleges and universities cannot be simply classified as organization or institutions based

on whether they are commercial i.e. concentrating of making more money. In order to understand

whether an educational entity is an organization or institution we need to observe the policy decisions

taken by the entity and detect if there is an underlying value system that is guiding their policies, actions

and reactions. If such a value system is detected then the entity can be called an institution but if no such

value system is detected then the entity can be called an organization.

What according to you is an effective administrator's approach to working with people with

different and sometimes conflicting management styles?

Every individual is different and thus is it quite common to see managers having contrasting

management styles in any organization. Therefore, it becomes important for an effective administrator to

ensure that he takes a right approach to deal with people having different or conflicting management

styles.

First and foremost understands the environment in which the organization is working and what are the

strengths and weaknesses of particular style. For instance both JRD Tata and Ratan Tata are successful

but their way of working is totally different. What motivated this were the context and the variables. It is

very important for the administrator to analyze the situation as well as the alternative solutions

An effective administrator needs to have excellent communication and coordination skills. He should tryto communicate well. This will make his directives clear and also provides a certain sense of focus to

other team members on what is the requirement. He should at the same time be organized so that he can

coordinate efforts smoothly. Giving sufficient thought process to each style will help in determining

what is best for a particular situation. His communication skills will come in handy when facing

obstacles and organizing strategic approaches. He should strive to keep a clear head and calm demeanor


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while delegating tasks and coordinating efforts.

It is important to attract multiple and diverse opinions or ideas from key individuals before taking a

particular decision. An effective administrator cannot afford to ignore the views of others and be tempted

to stimulate the organization with only his own ideas. What his quality should be that among the various

alternatives he should have the knack of selecting the choice which is more promising. A good example

of this is the working of the ADMAP committees. Every individual in the committee has a different style

of working and everyone has a different thought process. Thus, whenever a new agenda is discussed in

the meeting, many divergent views or ideas are put forward. On many occasions the views are quite

conflicting in nature and ensues heated discussions. But the faculty head of the committees as well as

committee coordinators effectively manage the whole process by letting everyone put his/her thoughts in

the meeting, facilitating qualitative discussions and reaching consensus on a particular agenda.

An administrator should also possess the quality of selecting an alternative without offending others.

That requires the art of explaining the thought process that went into taking the decision, the logic and

importance of the decision with respect to context and at the same time possess effective listening skills.

Body language gestures such as making eye contact to demonstrate that he is listening and he encouragesthe speaker to continue talking or elaborate on certain points.

He should make his managers understand that the organization can consider only a certain number of

proposals that emanate from the key people of the organization. As he goes on inviting and listening to

the reactions, ideas and views of the key individuals and groups, he should to able to make a better

assessment of what to accept and which management style to adopt.

Administrators should practice emotional intelligence and should be able to deal with conflicts or other

issues that may arise,. For instance, an administrator should try to convey a message to others without

displaying any bias through control on his own emotional reactions and filter out any irrational thoughtsor inappropriate display of emotions. It is important for an effective administrator to stay calm and

genial, especially in times of difficulty or conflict. This would help him in retaining the respect of those

around him and also in leading by example.

Conflicts are inevitable phenomena and are bound to crop up. Effective administrators should follow the

following Conflict Management Styles, depending upon the circumstances, to resolve conflicts that may

arise due to the clashing management styles:

1. Collaborating - I win, you win: By seeking solutions that satisfy both the parties.2. Avoiding: Stay away from the issues over which the conflict is taking place.3. Competing : I win, you lose: Overpower opponents by forcing them to accept their solution to

the conflict.

4. Accommodating : I lose, you win5. Compromising : You bend, I bend: Seek a conflict solution in which both sides gain something

As we already know availability of rich and diverse styles of management proves to be advantageous for

an organization. An effective administrator should be able to leverage this rich resource. He should

identify and understand the different management skills people have in his organization and then try to


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match these skills to the different tasks or responsibilities.

We would like to share an example about how the Managing director of the organization, in which one

of our group mates worked, used to designate the task based on the management styles of the employees.

It was a management consultancy firm and projects ranged from productivity improvement to process

streamlining, training to system development for clients. Each project was undertaken by a team of

consultants and every team was headed by a senior consultant. The company had 4 senior consultants

and every one of them had a different style of managing the team and the project. One of the senior

consultants always emphasized on numbers and meeting the target output- for example, increasing the

productivity to a certain level. Another senior consultant emphasized both on the qualitative as well as

quantitative output of the team. The Managing director always tried to map the right senior consultant

with the right project. For instance, all the productivity improvement projects were usually allotted to the

former and training or system development and implementation projects to the latter one. There were

rarely any projects in which both the senior consultants worked together.

Thus the managing director effectively designated the tasks and ensured that there is proper mapping

between senior consultants and projects and that less of conflicts or frictions arose.

ADMAP Grp19 1st Submission

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