Amity Business School: Management in Action Social, Economic & Ethical Issues
Amity Business School: Management in Action Social, Economic & Ethical Issues
Amity Business School: Management in Action Social, Economic & Ethical Issues
-Teena Bagga
1
Aim ABS
• Course Objectives:
– Bring students closer to reality by developing their
understanding of the professional prerequisites to
practice of management in terms of required skills
and attitude to respond proactively to rapid
discontinuous change in business environment
Introduction
Modern Management Practices and Issues
Involved, Outsourcing Management Services
and Evolution of Management Consultancy,
Skills-set Required for Management Consultants.
Consulting and performance counseling.
Module II: ABS
• HA 05
• Seminar 05
• Project 10
• Viva 05
• A 05
• End Term Exam 70
11
The Career Structure ABS
• Analysts
• Consultants
• Senior Consultants
• Business development managers
• Directors/Partners
ABS
Challenges faced
by
Business
13
Uncertainty ABS
16
Government Policy ABS
& Regulation
– A changing regulatory environment is always of concern in
certain industries,
– Uncertain energy, environmental and financial policy is
complicating the decision making for nearly all companies
today.
– Dealing with an unknown regulatory environment is fast
becoming the new normal and companies are deciding to get on
with it—whatever “it” may be—despite the angst.
– The problems to be solved are to understand the meaning of
regulation and government policy in your industry, its
implications for your business, and to develop the
skills necessary to deal with it.
17
Technology ABS
– There’s no doubt that life and business have gotten more complex,
even as certain tasks and activities have become easier due to
information technology.
– The pace of change is quickening.
– The global economy is becoming still more connected, creating a
much larger and more diverse population of customers and
suppliers.
– Manufacturing and services are increasingly targeted at smaller,
specialized markets due to the flexibility that IT provides in these
areas. We know from our knowledge of the patterns of evolution
that, in reality, systems tend to become more complex as they
evolve, then become simplified again.
– The problem is how to develop better systems-thinking
capability so you can design your business models, processes,
products and services in a way that minimizes unnecessary
complexity.
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Information Overload ABS
21
Supply Chains ABS
22
Strategic Thinking ABS
Outsourcing
Management Services
24
OUTSOURCING INTRODUCTION ABS
“the strategic use of outside resources to perform activities
traditionally handled by internal staff and resources” Dave Griffiths
Services
COMPANY OUTSOURCER
Organization Service
Level Level
Agreement Agreement
outsourcing
• 40% to 50% of the top 500 companies in the world is
leveraging on outsourcing for most of their business
processes.
• Current figures values this robust industry to a staggering $20
billion USD.
• On an average global outsourced projects involve about 28%
that belong to the hardcore IT sector, 11% to finance sector,
15% to sales and marketing and 9% from administrative sector.
The remaining 22% belong to many other different sectors
such as consumer distress calls, general data segregation jobs,
tourism etc.
Reasons for Outsourcing ABS
Why Outsource?
– Provide services that are scalable,
secure, and efficient, while improving
overall service and reducing costs.
PricewaterhouseCoopers Model
Strategic Non-Strategic
Non-Competitive In House
Outsource
if Possible
Decision Matrix ABS
31
Form a strategic alliance ABS
33
Outsource ABS
35
Advantages of ABS
Outsourcing
• Swiftness and Expertise: Most of the times tasks are outsourced to
vendors who specialize in their field. The outsourced vendors also have
specific equipment and technical expertise, most of the times better than the
ones at the outsourcing organization. Effectively the tasks can be completed
faster and with better quality output
• Concentrating on core process rather than the supporting
ones: Outsourcing the supporting processes gives the organization more
time to strengthen their core business process and help in Increased
productivity and Efficiency
• Risk-sharing: one of the most crucial factors determining the outcome of a
campaign is risk-analysis. Outsourcing certain components of your business
process helps the organization to shift certain responsibilities to the
outsourced vendor. Since the outsourced vendor is a specialist, they plan
your risk-mitigating factors better
• Reduced Operational and Recruitment costs: Outsourcing eludes the
need to hire individuals in-house; hence recruitment and operational costs
can be minimized to a great extent. This is one of the prime advantages of
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offshore outsourcing
Problems With ABS
Outsourcing
• Risk of exposing confidential data: When an organization outsources
various services, it involves a risk if exposing confidential company
information to a third-party
• Synchronizing the deliverables: In case you do not choose a right partner
for outsourcing, some of the common problem areas include stretched
delivery time frames, sub-standard quality output and inappropriate
categorization of responsibilities. At times it is easier to regulate these
factors inside an organization rather than with an outsourced
partner.Selection of supplier !!!
• Hidden costs: Although outsourcing most of the times is cost-effective at
times the hidden costs involved in signing a contract while signing a contract
across international boundaries may pose a serious threat
• Lack of customer focus: An outsourced vendor may be catering to the
expertise-needs of multiple organizations at a time. In such situations
vendors may lack complete focus on your organization’s tasks. Loss of
Control!!!
• Provider may not understand business environment
• Provider slow to react to changes in strategy
• Too dependent on service provider
Outsourcing ABS
Implementation
• Program initiation
– Opinions and ideas shared to form draft
contract
• Program implementation
– Transferring staff
– Service Level Agreement (SLA)
– Establish communications between partners
– Actual transfer of the service
– Establish management procedures
• Contract agreement
• Contract fulfillment
So… ABS
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Differences in the sourcing ABS
strategy..
Insourcing vs. Outsourcing – Managing the complexities of the global
delivery
model requires a deep expertise in the local environments and experience with
cross border business operation, making the evaluation of whether to
outsource a project or leave it in-house very different from a purely onshore
sourcing decision.
Structure of the solution – The lack of maturity of the offshore industry
requires a significant commitment from the enterprise in supporting the
development and growth of the outsourcing solution. Making that commitment,
keeping a eye on the long-view necessitates a strategic sourcing decision,
distinctly different from a domestic sourcing contract.
Due diligence on operating models and supplier selection – The level of
due diligence required, and the types of issues to address during supplier
selection are substantially different. For example, in offshore sourcing for 24X7
process support, it is imperative to check the availability of 100% captive power
generation. Indeed, it’s imperative to check for the level of reserve gasoline
available.
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Differences in the sourcing ABS
strategy..
Resource deployment/redeployment – Offshore Outsourcing transactions
rarely include asset and resource transfers from the buyer to the service
provider, whereas in onshore sourcing deals, that is a common point of
negotiation.
Knowledge transfer – the transfer of information and training around the
buyer’s IT environment and other relationship parameters are very difficult to do
in offshore sourcing. Since this has a direct effect on path to productivity for
service providers, it becomes an important evaluation criterion, as well as a
phase in the sourcing cycle.
Portfolio Assessment and planning – the ‘offshoreability’ of an IT service or
business process is dependent on many factors, and in most enterprises,
transitioning to an offshore model requires early planning. The portfolio
assessment and planning phase is a critical component of a successful
offshore sourcing initiative.–
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ABS
Consultancy
44
History ABS
industry
• Accountancy firms offering consultancy
• Large non-accounting consultancies
• Small specialist boutiques
• Gurus
Strategy HR
Infotech
Major consultancies ABS
services:
a knowledge-based view
Productise Competitive strategy Bespoke
Example
Ernst & Young McKinsey & Company
Why? ABS
49
What? ABS
In Nutshell …..
Consulting is about helping an organisation
get from A to B…
Attributes of Successful ABS
Consultants
• Powerful Negotiator
• Effective Communicator
• Reservoir of Self Control
• Understanding of Individual Psychology
• Understanding of Group Psychology
• Understanding of Organizational Psychology
• Complete mastery of the given “area”.
Barriers common to Consultants ABS
The consultancy market has experienced unprecedented This case study outlines how the delivery of an
change through the 1990s and over the end-to-end service, involving multiple service lines,
last decade. Strong growth over this period has can add exponential value to the client. It also sets
been driven by waves of new ideas, not least the out some of Deloitte’s lessons learned in organizing
introduction of technology in all its forms: from enterprise and incentivizing the practice to achieve this.
resourcing planning systems during the Traditionally, professional services firms have
boom years of the late 90s, through the inflation gone to market and sold work by service line (for
and bursting of the internet bubble, a trend towards example: consulting, audit, tax, corporate finance).
offshoring, to today’s market where cost reduction This model is not always conducive to offering the
is the service in demand. best client service. Firstly, staff working in one area
Throughout this time, the competitive landscape may not understand the competencies and skills
has been in flux. Of particular significance offered by other parts of the firm, and so will miss
was the major restructure in the early 2000s as out on opportunities for these to provide more
most of the ‘big 5’ professional services firms sold rounded and complete client advice. Secondly, and
off their consultancy practices in response to market perhaps more seriously, the firm’s recognition and
perceptions and regulatory pressures in the reward structures may motivate staff to work in
aftermath of Enron. Ernst & Young, KPMG and service silos, delivering as much as possible of an
PricewaterhouseCoopers engagement from within their own team or division,
all sold their consulting when perhaps other teams have additional
businesses – to CapGemini, BearingPoint and IBM
respectively. Deloitte, however, retained its consultancy
business and embarked on a new ‘One Firm’
strategy to maximize the opportunity from this
unique positioning.
55
ABS
or more relevant skills. The result is rarely the best 2. What technology systems, processes and
outcome for the client, who may receive very different organizational structures will best support
service depending upon which part of the cost effective operations and the planned
firm was originally engaged. It is important to remember strategic changes and growth?
that clients do not care which service line 3. How should the company be organized
they are speaking to. They have a challenge – and and located to maximize investment incentives
they would like it solved. The best solution to this and to minimize its tax burden?
challenge will often come from a multi-disciplinary 4. What structure will best meet the company’s
team, possessing a blend of different skills. ongoing financing needs and how
In 2000, Deloitte was perhaps best known as an should these needs be secured?
audit and financial advisory firm, but consultancy was 5. How should the organization plan a
also a core and expanding part of the business. Having
retained its consultancy capability, whilst other Organizations in such a position need a broad
firms sold theirs, Deloitte had a valuable differentiator. consultancy advisor, and preferably one that can support
In particular, the firm was well positioned to provide them through the journey, from the initial strategy
a broad and comprehensive service, supporting the through to its execution and implementation.
client from the start of an issue or initiative, through
to the implementation of a solution. Whilst many Emphasizing the breadth and integration of our
firms could compete on advisory services and many capability, we moved to a single brand, ‘Deloitte’ in
others could compete on implementation and operational 2003, and subsequently introduced the ‘One Firm’
services, few could offer such a full breadth of strategy in 2004. Our overall strategy was to focus
support through the lifecycle of the business. on the client, not the service organization, at a time
For example, consider a company that has enjoyed when other organizations were looking internally at
success in its local market, but is now seeking divesting and rebuilding their consulting businesses
to develop and grow its business. Typically, this
will trigger a series of questions:
• Consulting Proposals.
• Identification and Definition of Problem,
• Fact-Finding Leading to Solution
• Development and Implementation
• Developing Strategic and Tactical Plans
and Subcontracting
• Pricing of Consultancy
• Acquiring and Developing Talents for
Consulting.
61
The Consulting Process ABS
63
Entry ABS
• Initial contacts
– The consultant makes the contact or The client makes the contact
– First meetings and Preparing for initial meetings
– Agenda for the first meeting
– Agreement on how to proceed
• Preliminary problem diagnosis
– Scope of the diagnosis
– Some methodological guidelines, rules, procedures and analytical techniques used in the preliminary problem diagnosis are the same
as those of the later diagnosis
– Using comparison(Gap Analysis)
– The client’s involvement
– Sources of information
– Alternative approaches(problem-identification workshops, Self-diagnosis by individual business owners or managers etc.)
• Terms of reference
– initial statement of the work to be undertaken by a consultant
– If terms of reference are used: the client’s policy is to do as much analytical and planning work as possible before considering to use a
consultant; often this will be the case with assignments dealing with relatively narrow and well-defined technical issues; the client
(usually in the public sector)
– If terms of reference are not used: the client (usually in the private sector) prefers to select a consultant, do the preliminary problem
diagnosis, and define the scope of the assignment jointly with him or her. The client then confirms the choice on the basis
– of a proposal received from the consultant, without using the intermediate stage of drafting terms of reference.
• Assignment strategy and plan
– A fundamental aspect of designing and planning a consulting assignment is the choice of assignment strategy.
– The assignment plan, including the strategy that will be followed, is formally presented to the client as a proposal
• Proposal to the client
– aka technical proposal, project document, project plan, contract proposal etc.
– Sometime in predetermined format. To facilitates evaluation of alternative proposals received from several consultants.
– A proposal submitted to the client is an important selling document.
• The consulting contract 64
Diagnosis ABS
• The purpose of diagnosis is to examine the problem faced and the purposes
pursued by the client in detail and in depth, identify the factors and forces that
are causing and influencing the problem.
• The consultant should start the diagnostic work with a clear conceptual
framework in mind.
• Diagnosis is sometimes viewed as equal to collecting, dissecting and analysing
vast amounts of data, including a great deal of data that may have no
relevance to the purpose of the assignment.
• In principle, problem diagnosis does not include work on problem solutions.
This will be done in the next phase, action planning.
• Diagnosis may even lead to the conclusion that the problem cannot be
resolved, or that the purpose pursued cannot be achieved and the problem is
not worth resolving.
• In practice, however, it is often difficult or inappropriate to make a strict
distinction between the diagnostic and the action planning – and even the
implementation – phases of the consulting process
• Diagnostic work will identify and explore possible solutions.
• Requires to Restating the problem and the purpose
• Challenge : The human side of diagnosis 65
Diagnosis ABS
66
Action Planning ABS
68
Identification and ABS
Definition of Problem
• Steps for problem identification, definition and solution-
1. Description of problem(s) to be solved.
2. Objectives and expected results (what is to be achieved, final
product).
3. Background and Supporting information.
4. Budget estimate or resource limit.
5. Timetable (key stages and control dates)
6. Interim and Final reporting.
7. Inputs to be provided by the clients.
8. Exclusions from the assignment (what will not be its object).
9. Constraints and other factors likely to affect the project.
10.Profile and competencies of eligible consultants.
11.Requested consultant inputs into the project.
12.Contact persons and addresses.
FACT-FINDING ABS
LEADING TO SOLUTION DEVELOPMENT AND
IMPLEMENTATION
What should the new solution achieve?
•What basic purpose?
•What other purposes?
•What level of performance?
•What quality of output?
•What new product, service, or activity?
•What behaviour?
Advantages of Subcontracting:
Subcontracting offers a number of advantages.
•First, it allows work on more than one phase of the project to be done at
once, often leading to a quicker completion.
•Second, because subcontractors already have the expertise and
equipment to provide the service, it is often much cheaper for them to do
the work than a general contractor who may not have that special
expertise.
•Finally, the subcontractor is usually able to work with a general
contractor on more than one project, thus creating a savings for both in
the long run as a relationship is formed.
PRICING MODELS ABS
• 3 core pricing models that are practiced in the management consulting industry
• Fixed Price,
• Time and Material and
• Risk-Reward.
• Fixed Price approaches would be more suited to projects where the consultants
have already worked on something similar and hence becomes applicable to where
toolkits may be used.
• A time and materials model would best suit a project where neither the consultant
nor the client are completely sure of what the client needs are or how complex the
project may be - which makes estimations difficult.
• Finally, a risk-reward project is sometimes the best solution to motivate consultants
to bring about radical changes in the client business.
• One size doesn’t fit all , Various factors which can be kept in mind:
• Scope of Work
• Client Involvement
• Client-Consultant Relationship
• Revenue and Value
• Risk
• Transparency
76
PRICING MODELS ABS
77
PRICING MODELS ABS
78
Consulting fee models ABS
79
PRICING METHOD ABS
• Many new consultants underestimate operating costs when pricing their services.
Bill Mooney, founder of William Mooney Associates, a consultant to consultancies,
offers a simple formula for calculating your daily rate.
• The Magic Formula : Start from the bottom of your income statement and build up
to get to your top line (i.e. the fees that you will charge).
Profit + Labor Costs + Overhead = Daily Fee Revenue
• Labor : Your time is money. If you plan to take home an annual salary of $200,000
and work 260 days per year (365 days, minus Sundays, a few Saturdays, holidays
and two weeks’ vacation), you will pay yourself $769 per working day.
• Overhead : Overhead includes recurring expenses associated with running your
business, such as rent, a secretary, phone bills, postage, benefits, insurance and
equipment. Say all of that equals $15,000 per month, or $180,000 per year. Next,
divide your annual costs by the number of working days per year. Market-research
firm Kennedy Information figures most consultants spend 58% to 62% of their time
working directly for their clients; 62% of those 260 days equals 161 days per
year. Grand total: $1,120 per day.
• Profit Margin : By Mooney’s estimates, a consultancy’s profit margin averages
between 15% and 25% of its total expenses. Continuing from the previous slide,
20% of $1,120 is $224.
• Adding It All Up : Plug those numbers back into the fee formula. Your daily fee
equals $769 + $1,120 + $224. That’s $2,113 per day–or $211 per hour for a ten-hour
day. 80
ACQUIRING AND DEVELOPING ABS
TALENTS FOR CONSULTING
Acquiring
Talent
On Boarding
Profiling &
program design &
Sourcing pratices
Implementation
ABS
Global
Leadership
development
Developing
Employee
Mentoring Talent Development
Programs strategies &
programs
Training
Virtual Executive Program
Coaching Design &
Delivery
Acquiring and Developing ABS
83
Acquiring and Developing ABS
84
ABS
85
Outsourcing ABS
Pros
• Specialized - you can get the best
• Personal attention from a senior practitioner
• Each campaign treated uniquely
• Holistic view - consultant is intimately aware of
all aspects of the campaign
• 5.Relationship – it is easier to form a long term
relationship with the owner/operator than an
account rep that may change jobs
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ABS
Cons
• Specialized - yet another vendor to manage
• Has to wear many hats (eat what they kill)
• Physical limitations on number of clients that can
be serviced
• Can be more expensive per hour
• Limited in the number of things that can be done
well
87
In-house ABS
Pros
• Strong connection to the product / service offering and in
depth understanding of the industry and top competitors.
• Concentrated focus on servicing just one client instead
of balancing the needs of multiple clients.
• Less expensive to maintain internal resources,
depending on the size and experience of the team.
• Timely and complete access to forecasts, sales data,
inventory, etc.
• Better integration and coordination with other internal
departments, including marketing, merchandising, IT,
and finance 88
ABS
Cons
• Internal positions do not usually foster competitive spirit.
• A sense of boredom and eventual lack of motivation due
to continually working on the same site as opposed to
new challenges and opportunities.
• Lack of informal learning opportunities which inhibits the
ability to deliver in a rapidly changing environment.
• Professionals are rarely equally trained or experienced in
both organic optimization and paid search marketing
• Difficult to drive organizational change from within.
• External resources are needed to justify priorities,
directional change, and budgets 89
Cost vs. Value of Advice ABS
90
ABS
91
Separating Consulting Success
ABS
from Consulting Disaster
• It is best for companies to engage consultant for a specific
task.
• Companies will have to remember that consultants are not a
substitute for vision and good management.
• Bringing in consultants without any clear idea of the help
that is needed is a waste of time and money.
• Many consulting interventions ultimately fail to achieve the
ends intended, because they call for the consultant to make
highly subjective judgment about the complexity of the
problem to be addressed before studying the problem itself.
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ABS
93
Some Revealing Situations - ABS
THAI AIRWAYS
• Implementation of Asia’s First Airline
Management Cockpit®
• Thai Airways turned to Atos Origin’s
management consulting practice to implement
The Management Cockpit® which is a tool to
help Thai Airways to execute their corporate
strategies.
94
ABS
• Business Challenges
• To strengthen Thai Airways’ competitive
advantage by:
– Increasing revenues and profitability
– Increasing customer satisfaction
– Improving productivity of staff and assets
– Ensuring proper management of key projects
95
ABS
• Solutions
• Implementation of the Management
Cockpit® built around the following key
principles:
– A framework driven by Thai Airways
– Key Performance Indicators (KPIs)
– Balanced Scorecard (BSC)
96
ABS
• Benefits
• Thai Airways management can now able to focus on
essential issues for more effective decision-making
• Consolidation of a high-level information or equivalent,
accepted by top management using modern “world
class” performance indicators
• Improved shared responsibility and accountability
amongst its managers
• Improved transparency for the management thereby
helping them in effective decision making
• Created an environment that encourages more focus
management meetings and boosts team performance in
amicable ways 97
Understanding Culture ABS
98
ABS
of organizational culture
• Powerful strategic tool
– To orient all units towards common goals
– To mobilize employee initiative
– To ensure loyalty
– To facilitate communication
• Mix of cultures within organization;Ex:MNCs
102
Cultural Values and Behavioural
Norms within organizations ABS
culture
Managing external adaptation:
• Mission and strategy- shared
understanding of primary tasks
• Goals – derived from mission
• Means – how goals should be achieved
• Measurement – determining how well the
group is doing
• Correction – remedial and repair strategies
105
Function of organizational ABS
culture
Managing Internal integration:
• Creating a common language and conceptual
categories
• Defining group boundaries and criteria for
inclusion and exclusion
• Distributing power and status
• Developing norms of intimacy
• Defining and allocating rewards and
punishments
• Explaining the unexplainable – ideology and
religion 106
Cultural Models ABS
107
Geert Hofstede and Cross- ABS
Cultural Issues
• “Culture is more often a source of conflict than of
synergy. Cultural differences are nuisance at best and
often a disaster.” – Geert Hofstede
• The Hofstede Model of Cultural Dimensions can be of
great use when it comes to analyzing a country’s culture.
• Developed a model that identifies 5 dimensions to assist
in differentiating cultures
– Power distance
– Uncertainty Avoidance
– Individualism
– Masculinity
– Long-term Orientation
108
ABS
109
ABS
• Power Distance: The extent to which the people of a particular culture are
willing to accept unequal power distribution.
• High Power Distance:
– Centralized decision making.
– Management and superiors are highly respected and have the last say
in decisions.
• Low Power Distance:
– Everyone expects to share in decision making.
– Management hierarchies are flatter and more open to questioning
• Uncertainty Avoidance: The extent to which a society fears and avoids
uncertainty and uncertain outcomes.
• High Uncertainty Avoidance:
– Strictly defined rules of behaviour and formality
– Things that are different or unexplained can be viewed as dangerous
• Low Uncertainty Avoidance:
– Willingness to take risks
– More experimentation and / or innovative behaviour 110
ABS
112
ABS
•Owners who are interested in how much profit the business makes.
•Managers who are concerned about their salary.
•Workers who want to earn high wages and keep their jobs.
•Customers who want the business to produce quality products at reasonable prices.
•Suppliers who want the business to continue to buy their products.
•Lenders who want to be repaid on time and in full.
•The community which has a stake in the business as employers of local people.
Business activity also affects the local environment. For example, noisy night-time
deliveries or a smelly factory would be unpopular with local residents.
Internal stakeholders:
Internal Stakeholders are engaged in economic transactions with the
business. (For example, stockholders, customers, suppliers, creditors, and
employees)
External stakeholders:
External Stakeholders are affected by or can affect a business's actions
without being directly engaged in the business. (For example, the general
public, communities, activist groups, business support groups, and the
media)
ABS
1.People who influence an endeavour but are not directly involved with doing the work.
Examples include managers, suppliers, or the financial department of an organization.
2.People who are affected by any action taken by an organization or group. Examples
are parents, children, customers, owners, and employees.
Conflicting
. stakeholder objectives
Different stakeholders have different objectives. The interests of different
stakeholder groups can conflict. For example:
•Owners generally seek high profits and so may be reluctant to see the business
pay high wages to staff.
•A business decision to move production overseas may reduce staff costs. It will
therefore benefit owners but work against the interests of existing staff who will
lose their jobs. Customers also suffer if they receive a poorer service.
ABS
Disagreements between stake holders
(ii) That the Board is balanced as regards the representation of adequate number of
non-executive and independent directors who will take care of the interests and
well being of all the stakeholders;
(iii) That the Board adopts transparent procedures and practices and arrives at
decisions on the strength of adequate information.
(iv) That the Board has an effective machinery to sub serve the concerns of
stakeholders;
ABS
(v) That the Board keeps the shareholders informed of relevant developments impacting
the company;
(vi) That the Board effectively and regularly monitors the functioning of the management
team; and
(vii) That the Board remains in effective control of the affairs of the company at all times.
The overall endeavour of the Board should be to take the organisation forward, to
maximise long-term value and shareholders’ wealth.”
ABS
Initiatives
• New Companies Act – inducing good CG practices through self regulation,
responsive legal framework based on shareholders’ democracy; disclosure based
regime; rational penal provisions with built-in deterrence and effective protection.
The Government has renamed the Ministry from “Company Affairs” to “Corporate Affairs” –
with a new vision
“We resolve ourselves to be the leader and partner in initiative for Corporate Reforms, Good-
Governance and Enlightened Regulation, with a view to promote and facilitate effective
corporate functioning and investor protection.”
Introduction of LLPs; transformation in the service delivery mechanism for transparency and
certainty – low-cost, easy compliance;
Empowering investors through the medium of education and information with the help
of investor associations, VOs, NGOs, etc.;
What is Ethics?
A set of standards derived from Social Values, to choose what is good and evil, Right
or wrong, ought to do and not to do is Ethical Standards. These are the set of
values in accordance to the Social norms which helps to survive in the
community. The Behaviour values which are considered important presently for the
existence, acts as a standard for the future ethical organization decision making.
There has been an increasing Unethical practices gained importance for being into
Fair practices, things came into limelight after the Unethical practices like Financial
Frauds by companies like Enron and Arthur Anderson carried on, by which there has
been an Increasing pressure on the organization from the Government
body and has more concerned on social responsibility and in unethical practices.
One of the reason why there is been an increasing unfair practices are because of Competition
Driven Performance Management, where the possibilities of Violation of rules are higher.
Since the objective of any organization is Profit maximization, the concentration of the mangers
tends to be more on short term goals rather than long term, which thrust them for taking
unethical norms just to meet the performance targets.
Intrinsic Factors, like lack of Moral Awareness about the nature of decision, can make the
decision go wrong and other Individual Factor values can also arises problem
in making decision as per organization Ethical standards which influences greatly where the
intensity depends on how strong one is at, at their own values.
Even after the implementation of Ethics policy it has been observed that, the subordinates follow
what their supervisors likes rather than, what the policy says. So, if the manager is unethical,
the subordinates follow the manager in such unfair practices.
Problems in Ethical decision making may occur not only when the intentions are evil, but also
when there is a conflict between Individual Interest and social norm.
What is power?
ABS
Coercive power.
What is power?
Expert power.
– The ability to control another’s behavior because the person wants to identify
with the power source.
– Can be enhanced by linking to morality and ethics and long-term vision.
ABS
Organisational Politics
• Politics refers to the structure and process of the use of authority and power to
affect definition of goals, direction and the other major parameters of the
organization. Decisions are not made in a rational way but rather through
compromise, accommodation and bargaining. – TUSHMAN
• It generates efforts to influence the goals, criteria or processes used for decision
making that will result in the distribution of advantages and disadvantages within
the organization.
ABS
FEATURES
• Organizational politics involves the use of some kind of authority, power or
pressure over other person or groups. Rewards and punishment are commonly used
for this purpose.
• Basically political behavior is self serving in nature. Attempts are made to use
organizational resources for personal benefits or to give some benefits to others.
• Political behavior is outside ones specified job requirements. It involves getting
things accomplished that are not formally recognized practices or procedures.
• Political decisions may not be rational from the organizational point of view. They
are usually made to acquire more power.
ABS