Odc Presentation

8/4/2019 Odc Presentation

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PRESENTED BY:

ARUNANGSHU NAG

KOMAL GUPTA

NILAY ABHISHEK

NUPUR MARWAH

SANJAY KUMAR SINGH


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y Mr. Narang was 45 years old and was a director ofmanagement development programs at IABL. Before

joining IABL he had a long career in various well-known corporate houses in the marketing function. Hewas facing a mid career plateau because of his inabilityto shift base from Delhi. Most of his colleagues hadexcellent career growth because they worked in manysmall towns too.

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Finally the expected crisis came when one of hissubordinates was brought back to the head quarter as

vice president marketing. Narang had no option but toreport to his ex-subordinate. Then Narang decided toquit the job and joined IABL as a Director. He was oneman department and he had yearly targets to achieve.His reporting relationship was directly with thepresident of IABL.

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y Dinesh was a faculty at IABL. He was warm at heart,organized in work, disciplined in habits and firm in his

decision. He had a very good relationship with Narang.Dinesh had always respected Narang for his age andexperience in industry.

yRecently president had directed Dinesh to coordinate ahigh profile training program which Narang used todo. President also told that Narang would be there tosupport him.

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y The president asked Dinesh to handover the specimencopy to Narang and he would do the printing job. So

when he asked Narang to do the same he tried toavoid saying to Dinesh to give it to presidentssecretary Aradhana. When he approached to

Aradhana, she told Dinesh him to leave the copy thereand she would ask Narang to do the needful.

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y The very day Dinesh had to leave forThiruvananthapuram for the training program, he

found that the copies are not printed and when heasked Narang he replied he had no idea and probablyit was lying somewhere on the desk. Dinesh wasshocked seeing Narangs behavior and discoveredhimself in a very uncomfortable zone.

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KEYPROBLEMS

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A) LACK OFEMPOWERMENT

Empowerment is not giving people power, peoplealready have plenty of power, in the wealth of theirknowledge and motivation, to do their jobsmagnificently. We define empowerment as letting this

power out."

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B)APPRECIATIVE INQUIRY

Appreciative Inquiry is about the coevolutionary searchfor the best in people, their organizations, and therelevant world around them.

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C) EGOISTIC NATURE

EGO is to see some one as being something he is reallynot. It's an inaccurate self-image, a wrong idea of who

you actually are.

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D) LACK OF COLLECTIVE DECISION MAKING

To involve as many employees as possible in thedecision-making process. Thus, before a a leadermakes any decision, the issue makes its way through

various layer of management hierarchy.

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ALTERNATIVE SOLUTIONS

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A)Achieving empowerment

Sharing information communication

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y B)Achieving Appreciative inquiry

y It focuses on four processes:

1)discover

2)dream

3)design4)destiny

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y C) how to control ego

yBeing realisticyTreating people with equal status

yListen to the criticism with an open mind

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y D)How to achieve Collective decision making

y Involving othersyLetting them speak

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yE)Role clarityy When employees know what is expected of them, which

aspects of their jobs are most important, and how theirperformances will be evaluated.

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BEST SOLUTION

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ROLE CLARITYRole clarity is the condition where

members of a team have a perfectlyclear understanding of everyone'srole expectations of them.

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FOUR COMPONENTS OF ROLE CLARITY

Bosss understanding

(Role description)Own understanding

(incumbents sense of

role)

Others understanding

(expectations from therole)

Reality

(How the role isenacted)

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yWhen there is no role clarity, role ambiguity exists.

y Team members are not sure what they should bedoing

y Team members are not sure about what others in the

team think they should be doingy Team members are not sure about what they think

others should be doing

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CONCLUSION

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y The problems in this case were lack of empowerment,appreciative inquiry, egoism, no role clarity and lack ofdecision making.

y To avoid these problems organizations shouldpromote empowerment of employees throughcommunication and sharing of information.

y

Appreciative inquiry should be promoted. This makespeople to discover, dream and design and beingcreative.

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y One should keep his/her ego out of work place. Its theego of Narang which affected the work of Dinesh.

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Though Narang and Dinesh both seemed to be veryclose to each other, Narang did not liked Dinesh beinggiven that job which should have came to himnormally. This tells that Narang was not really

bothered about there interpersonal relationship.y The interpersonal trust was lost as a result of that.

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yAll this could have been avoided had there been roleclarity in the organization among the people.

THANK YOU26

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