ORGANISATIONAL BEHAVIOUR

Abhishek Kumar PGEXP

Roll no:- X001-19-21
Article – Kalinga Ferro Alloys
Prof. Rekha Singhal

Q1. After announcement of the policy to only allow overtime wages to operations dept, when the
meeting was called by the CEO Mr Vaid with the MD’s of the 3 respective plant sites. Mr Vaid had
thrown open a challenge to implement the policy at their respective sites without any adverse
consequences or compromising on the production of their respective units. In return Mr Vaid offered
to evaluate them basis their performance in this critical period . The above two stimulants were good
enough motivators to the 3 MD’s and gave each one of them an Organisational goal to be attained .
They were also granted freedom to choose thier own individual ways to implement the policy.

With the above goals in mind they were aware of the need of the organisation and the prospect of a
good evaluation in their careers were sufficient drivers.

Let us Study that what type of powers uses by different directors:

Content Theory, McClelland’s Theory of Needs:

Mr Goyal – Although he seems to be at the top of the ranks, given the data in the article it seems Mr
Goyal is is persistent since he has a nature to argue till his point gets made in meetings, however
during the meeting he called to implement the policy he did not show the intensity towards the goal.
It seemed as if he just handed over his responsibility to his junior managers. His approach was to
chargesheet any employee in case there was a mis-management of shifts or if a person came late to
a shift. A punishment in case his instructions were not followed. Also he have desire to influence and
direct somebody , a desire to take control of others, a concern for maintaining leader follower
relations. However coercive power used by Mr Goyal.

Motivation by job-ReDesign with scope of C-off leave

Mr Anand – Here he has shown to be innovative in his approach as per given facts, his approach was
to align the entire employees with the company’s goals. When he sent out the memo explaining the
current situation at the he clearly mentioned the logic also behind withdrawing overtime wages for
various depts. He knew there will be grumblings and gave a patient ear to all who had something to
say in this matter, this itself exhibits some leadership qualities of Mr Anand. In fact Mr anand gave
clear cut instructions for emergency / exceptional cases when he said the workmen can continue till
his reliver takes handover , records the extra hours worked and as soon as it becomes 8 Hours, a day
may be given off after managers sanction( this may be viewed as a reward for the hardwork ). By
doing this he has managed to attain the company’s goal by appropriately channeling the workforce’s
direction.
Content Theory, Maslow’s Needs Theory:

Mr Roy – He was a universally accepted manager, given his experience in handling grave situations
involving unionised workforce in his early days. Here too Mr Roy is seen to organise meetings with
the union heads aligning them to the company’s goals by putting forth the facts of the dim business
situation the company was facing and the reason behind the new policy. He channelled this message
via the appropriate heads and asked the entire workforce to join hands and help overcome this
difficult phase and for exceptional situations the managers would stay behind to help the spillover
work until shift reliever came in. This ensured that the managers were equally working towards the
goal with intensity and no individual felt victimised. He insured friendly working environment shall
be created and he also participated in decision making.

Q2. Mr. Roy would have motivated the employees best because of following reasons:
1. His approach was very rational approach.
2.He applied more of participative and consultative approach.
3.He didn't try to dictate the sub-ordinates like Mr. Goyal.
4.He consulted the trade unions along with Chief of HR and Chief of Finance to explain the current
situation, why such type of decision was being taken place. Success of such scheme/cost-cutting
procedure/order, which directly hits the employee's earning, very much depends on Trade Unions'
perspectives, whether they support it or oppose it. So, Mr. Roy taken of that perspective.
5. He also appealed to the Union to spread the message among workmen, that for KFAC to survive, it
would require that all join hands to work more efficiently and productively explained to them that
every worker had to had got the confidence.
6. He also ensured that all HODs would motivate their subordinates and would not leave the
workplace unless the work gets completed.

Abhishek Kumar – X001-19/21 - PGEXP