Case-The Global Software Team: Jugaad

Needed
 The Global Networks Company (GNC), headquartered in
Boston, Massachusetts, made its global footprint in India in
1994 by establishing a presence in Bangalore.

 Now, GNC decided to further invest in India and tapped a

manager from the Boston office, Jim Notrika, to establish and
then manage GNC’s first global software center in Mumbai.

 He assumed responsibility for the new Mumbai center and his

employees were now split between the Boston and Mumbai.

 He looked forward to seeing productivity from both locations.

 He decided that the Boston team would interface with customers—
including all aspects of client engagement from presales to sales to
implementation—and the Mumbai team would design and then
develop the software.

 His plan was for the team in Boston to meet with clients and then
communicate the outcome of the client meetings to the team in
Mumbai.

 Allowing for the time zone difference the Mumbai team would work
on the project, communicate its progress, and raise any issues by the
start of the next business day back in the United States.
 Notrika anticipated that this division of work would be more efficient
and thought it invited constant communication between team
members in both locations. While recruiting talent, Notrika
discovered that there was an immense resource pool of engineering
talent in India. Realizing that the software engineers he employed in
India were far more qualified than those working in Boston.
 But just a few months into this phase, things weren’t going so well.
Notrika had overheard unflattering comments in Boston about team
members in Mumbai—different assumptions about the work process
seemed to be the cause of the complaints.
 Work in India was behind schedule and workers there were starting to
quit.
 Rivalry started to undermine the relationship between the engineers
in Mumbai and those back in Boston.
 Although no one said anything to Notrika, while walking the
hallways in Boston, he recognized that the team was showing signs of
strain.
 Things got worse, and two weeks into the project launch, the team in
Mumbai was indeed behind schedule.

 In addition, one after another, three of Notrika’s most skilled Mumbai

engineers quit.

 When the third resignation occurred, Notrika hopped on a plane for

an emergency trip to Mumbai to analyze the situation.

 The first thing Notrika noticed when he walked into the Mumbai
office was a suggestion box on a table across from the row of
cubicles. After a quick round of hellos, Notrika took the box to his
office, opened it, and found four slips of paper containing the
following typed messages:
 Mr. Notrika needs to take charge of this team.
 We are constantly accused of missing deadlines that we do not agree to.
The U.S. people tell us that when they assign an active request in the
United States, it should get done and that what we need to do is simple!
We shouldn’t need any more time—no agreement on that.
 When the client starts to get demanding, the U.S. group just tells us to
“work harder.” They make us feel like us the “bad guys in India.” We
might be “bad guys,” but we do all the good work. We make all the
changes that make the client happy and we work hard. The Americans
know we are behind, they acknowledge it outright—but then create new
active requests. It is downright disrespectful. They don’t care that we
work longer so we can take real time requests from their time zone.
 This may be difficult to get used to, but in most firms in India,
employees address a senior business person as sir or madam, not by Bob
or Susan. The Boston people don’t seem able to do that. I’ve worked in
the United States, where reporting relationships exist, but for whatever
reason, in our meetings, they seem to speak to everyone in very familiar
terms.
 Notrika was concerned about what was going on with his

globally situated team.

 He was surprised at some of the things the team complained

about and appeared to be quitting over.

 Notrika reminded himself that he was an engineer, not a

sociologist.

 Who could he talk to regarding what he should do about the

situation?
The Iceberg
How much do you see of an iceberg???
The Iceberg

ONLY 10% OF
ANY ICEBERG IS
VISIBLE. THE
REMAINING 90%
IS BELOW SEA
LEVEL.
 The Iceberg

• The Iceberg phenomena is also applicable on

human beings ………………….
 The Iceberg
KNOWLEDGE
KNOWN
&
TO OTHERS SKILLS
SEA LEVEL

UNKNOWN
TO OTHERS

ATTITUDE
 Concept
 An attitude is a hypothetical construct that
represents an individual's degree of like or dislike
for an item.

 Attitudes are generally positive or negative views

of a person, place, thing, or event this is often
referred to as the attitude object.
 Definition Of Attitude

Attitude is defined as “a learned

predisposition to respond in a consistently
favorable or unfavorable manner with
respect to a given object.” That is, attitudes
affect behavior at a different level than do
values…
Four Possible Reactions to
Attitude Objects
 Positive Negative
 Smile easily
 Smile rarely
 Willing to change ideas and
 Unwilling to change
behavior
 Can’t see another person’s
 Can see another person’s
point of view
point of view
 Always complains
 Rarely complains
 Very critical and Blames
 Accepts responsibility for
others for own mistakes
mistakes
 Is considerate of others
 Thinks only of self
 Look others people in eyes
when talking with them  Does not look other people
in the eyes
 Respects other opinion of
others  Forces own opinions on
others
 Never make excuse
 Often makes excuses
 Features of Attitude
 Attitude can be characterized in Different ways:

Changes with time & situation

Related to feelings & beliefs of people

Effects one’s behavior positively or negatively

Affect perception

Learned through experiences

 Components of Attitudes:
Tripartite View

Cognitive

Attitude
Affective

Behavioral

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 Components of Attitudes
• COGNITIVE: Opinion or beliefs about attitude
object (Positive & Negative).

• AFFECTIVE: Emotions and feelings the object

triggers (Positive & Negative).

• BEHAVIORAL: An intention to behave in a certain

way toward someone or something (Positive &
Negative).

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 Attitude Object: EMPLOYEE
COGNITIONS
My pay is low.
My supervisor is unfair.

AFFECTS
I am angry over how little I’m paid.
I dislike my supervisor.

BEHAVIORS
I am going to look for another job that
pays better.
I am looking for another job.
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 Formation of Attitude
Mass Experience with Classical
Object
Communication Conditioning

Economic Attitude Operant

Status Conditioning

Vicarious
Neighbourhood Family and
Peer Groups Learning
 Formation of Attitude
 Experience with Object: Attitude can develop from a
personally good or bad experience with a object.

 Classical Conditioning: It involves involuntary responses

and is acquired through the pairing of two stimuli.

 Operant Conditioning: It is based on the “Law of Effect”

and involves voluntary responses, Behaviors.

 Vicarious Learning: Formation of attitude by observing

behavior of others and consequences of that behavior.
Continued….
 Family and Peer Groups: A person may learn attitudes
through imitation of parents.
 Neighborhood: Involves being told what attitudes to have by
parents, schools, community organizations, religious doctrine,
friends, etc.
 Economic Status: Our Economical and occupational
positions also contribute to attitude formation.
 Mass Communication: Television, Radio, Newspaper and
magazine feed their audiences large quantities of information.
 Job Related Attitude

• There are many influences of attitudes. But here we limit to

only to the work related issues. The job related attitudes are
classified as :

• Job involvement

• Organizational Commitment

• Job Satisfaction.
 Job involvement
• Measures the degree to which a person identifies
himself psychologically with his job and considers
his perceived performance level important to self
worth.

• Performance of the employees is directly related to

the amount of job involvement.
 Organizational Commitment

• It’s a state in which an employee identifies himself

with a particular organization and its goals and
wishes to maintain membership in the
organization.

• It depicts the level of attachment of the individual

towards the organization.
 Job Satisfaction

• This is the individual’s attitude

towards one’s job.

• The level of the satisfaction differs

from one job to another and also from
one individual to other.
Job Satisfaction’s implications
Productivity
Job
Satisfaction Absenteeism

and Employee
Performance Turnover
 Responses to Job
Satisfaction/Dissatisfaction
Active

Exit Voice
Destructive Constructive

Neglect Loyalty

Passive
 The Final Words

“Things are the way you think they are, because

you think they are that way.”
 The Choice is YOURS

•With a Negative attitude you can never have a

positive day

•With a Positive attitude you can never

have a bad day
 Any Query

Thank You