Presentation Title

Your company information

FACTS

• Company based in MP, having four plants in diff locations, head office in BHOPAL.

• GOING into losses from last 3 years

• 73 strikes in last 3 years…approx. 2/month

• Country was affected by high inflation and high political tension

• Dual opinions of board members regarding the firm. Finally one last chance to revamp the company was decided upon.

• Sundaram Iyer, retired IAS officer was appointed as a CEO.

• He worked for 20 yrs in Bihar. The exposure helped him understand the complexities involved in interpersonal relationships.

• Poor balance sheet, low motivated employees and unrest among workers.

• 70% employees in late 40s n 30% in late 20s or early 30s

• Old Machinery

• Low production in relation to manpower

• People close to directors dominated most matters

Changes Mr.Sundaram made:

• Bring about discipline

• Cost cutting

• Formulated new policies and developed criteria's to judge employee performance

• Made sure that all the policies were strictly complied with n took strict action against those who didn’t. Those were made to resign immediately.

• Before dealing with younger managers, he studied their background and needs.

• He called a meeting with them which turned out to be very productive with latter addition of older employees in the discussions.

• Visited the factory colony- no street lights, no good education, no crèche facility.

• Promised to provide necessary facilities in a year provide they cooperate to inc. prod.

• Promised to spend 50% of profits on workers welfare and appointed an in-charge for the same

• Made himself accessible to all the employees in the company by installing telephoning facilities in all imp areas

• Asked for investment in new technology which was met with reluctance. he signed a bond of 50lakhs which he would pay if he failed at it .

• Sent high performing managers for training, formed teams to make and execute plans.

ANALYSIS

Analysis of the psyche of the old and the younger workers pre and post the recruitment of Sundaram as the CEO.

•Pre recruitment- Most of the employees had a laid back attitude. Tension bet the workers union and top management.

•Workers were more concerned with making demands and going on strikes rather than being productive.

• Post recruitment- Initially all the employees were very agitated and unhappy with the new changes made.

• Everyone around were skeptical of the CEO’s intentions. Many failed to comply to his newly formed norms and regulations.

• However, later on they got their concepts cleared and realized the importance of being dedicated and professional.

• Started respecting the CEO and worked hard to be more productive.

Analysis of the leadership manner adopted by Mr.

Sundaram

He was a very righteous and just kind of leader. Also according to the different situations he beautifully changed the pattern of his leaderships. The styles that he chose shows how rational a leader he was .

Different styles

• Bureaucratic leadership:

"work by the book", ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash-handling).

• Democratic Leadership or Participative Leadership

Although a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving employees or team members in what's going on, but it also helps to develop people's skills. Employees and team members feel in control of their own destiny, and so are motivated to work hard by more than just a financial reward.

• People-Oriented Leadership or Relations-Oriented Leadership

This style of leadership is the opposite of task-oriented leadership: the leader is totally focused on organizing, supporting and developing the people in the leader's team. A participative style, it tends to lead to good teamwork and creative collaboration.

• Transformational Leadership

A person with this leadership style is a true leader who inspires his or her team with a shared vision of the future. Transformational leaders are highly visible, and spend a lot of time communicating. They don't necessarily lead from the front, as they tend to delegate responsibility amongst their teams. While their enthusiasm is often infectious, they can need to be supported by "detail people".