A human being right from birth is associated to assorted people including parents, relations, and so on. As he/she grows old, the pool of associations become stronger and complex as his/her demands tend to turn such as: The demand of friends, instruction, and other sociocultural facets of human life. The kid therefore becomes portion of many administrations providing to demands of each other in the administration. Administration, as defined by ‘Oxford Advanced Learner Dictionary ‘ is “ A group of people who form a concern, nine, etc. together in order to accomplish a peculiar purpose ” . All the administrations irrespective of their nature are headed by a Leader. Leader is frequently seen as a individual who guides the administration to accomplish a common end by puting up patterns and making a positive environment with the administration. As said by Fullan ( 1992 ) in his notes, that “ aˆ¦the lone thing of existent importance that leaders do is to make and pull off civilization. The leading of an organisation has the primary duty for placing the demand for, and fosterage, cultural alteration and for prolonging a sound safety civilization once it is established. ”
In the undermentioned essay, I have tried lucubrating some leading accomplishments and organizational civilization taking into consideration Mr Vineet Nayyar who heads ( Vice Chairman, MD & A ; CEO ) Tech Mahindra Limited, a joint venture between Mahindra & A ; Mahindra Group and British Telecommunications PLC.
About Tech Mahindra
Tech Mahindra is a portion of US $ 7.1 Billion Mahindra Group, in partnership with British Telecommunications plc ( BT ) , which is one of the largest communicating service suppliers in the universe. The administration was incorporated in 1986 under the name of ‘Mahindra British Telecom ‘ , which was subsequently changed to ‘Tech Mahindra ‘ to reflect variegation and growing of client base. Tech Mahindra has majorly focussed the telecommunications industry and is a taking planetary systems integratorA and concern transmutation confer withing organisation.
Tech Mahindra operates globally with more than 15 Greenfield Operations and has over 124 active client battles largely in Telecom sector. Some of its largest clients are BT, AT & A ; T, O2 and Alcatel-Lucent. The company has footmarks in more than 25 states and has been assessed as SEI CMMI Level 5 Company. The company is supported by around 35,000 professionals who provide typical blend of sphere expertness, in depth engineering accomplishment sets and civilization.
Tech Mahindra Vision:
To be the most well-thought-of solution supplier in the communications ecosystem
Expecting and enabling alteration
Admired for engineering, legerity, invention, concern theoretical accounts and the quality of its endowment
Tech Mahindra Values:
“ Tech Mahindra is focused on making sustainable value growing through advanced solutions and alone partnerships. Our values are at the bosom of our concern repute and are indispensable to our continued success. We foster an environment to instil these values in every aspect of our organisation. ”
Good corporate citizenship
Committedness to quality
Dignity of the person
Some of the Industry Recognitions:
In the Leaders Category in ‘The 2009 Global Outsourcing 100 ‘ ( IAOP ‘s Annual Listing of the World ‘s Best Outsourcing Service Providers )
Ranked 2nd in Telecom Software suppliers of India by Voice & A ; Data, 2008 ( V & A ; D 100 Ranking )
Business Week Award for Asia ‘s Best Performing Companies, 2008
“ Growth Excellence Award ” by Frost & A ; Sullivan, 2008
Ranked 6th largest package exporter from India ( NASSCOM, 2008 )
Introduction to leading:
There are legion administrations predominating in the today ‘s universe. Each and every member of an administration aspires to hold an ideal leader who can make an environment of trust, ownership among employees and is able to maneuver the administration in a balanced manner both in good every bit good as difficult times of the administration. As said by Admiral Burke, US Navy- ” Leadership is understanding people and affecting them to assist you make a occupation. That takes all of the good features, like unity, dedication of intent, altruism, cognition, accomplishment, implacability, every bit good as finding non to accept failure. ”
But there remains a large question- “ What are the features of a good leader? ” or “ How to measure if a individual is worthy of taking a group or an administration? ” During the undermentioned analysis, findings and practical scenarios I would seek and happen replies to the inquiries mentioned above.
Theoretical attack to leading:
There have been legion theories discoursing several facets of leading and different manners in which it is practiced. The earliest being the “ Trait theory of Leadership ” which was worked upon and analysed at length every bit early as around mid-1850. This theory was chiefly interested in the measuring of traits of individuals which can be defined as accustomed forms of emotion, behavior and ideas. This theory strongly believes that the traits of a individual are in-born and remain changeless over life calcium hydroxide and hence it concluded that “ Leaderships were born, non developed. ” In contrast to this theory, some other theories which came up inA tardily 1940s and early 1950s declared individuals who are Leaders in one state of affairs may non needfully be leaders in other state of affairss. These theories took into history the macro environment and took into consideration assorted factors impacting the determinations and behavior of the leaders. The unfavorable judgment of Trait theory by many research workers taking into history its defects, led them in an surrogate theory, the “ Theory of Behaviour and Style ” . This theory led to analyze of “ Managerial Grid Model ” which suggested five different leading manners, based on the leaders ‘ concern for people and their concern for end accomplishment. A graphical representation of the managerial grid theoretical account is shown below.
However many research workers believed that different state of affairss call for different features and this led to development of “ Situational and Contingency Theory ” . This theory stated that the actions and behavior of a leader were mostly influenced by features of the state of affairs in which he functions. The most promising theoretical account for this theory was developed by Fred Fiedler and is known as “ Fiedler eventuality theoretical account ” . He believed that “ The leader ‘s effectivity is based on ‘situational eventuality ‘ which is a consequence of interaction of two factors: A Leadership styleA andA Situational favorableness ” . As the leader I have chosen to analyze best suits to this manner of leading, Contingency Theory would be the footing of my analysis about his leading manner.
Fiedler ‘s Contingency Theory and Mr Vineet Nayyar:
In the late fiftiess and early 1960s, noticeable industrial and concern psychologists: Fiedler and Woodward started to analyze the leading and behavior manners of leaders and directors. Earlier to Fiedler ‘s survey, industrial psychologists chiefly focussed on personal traits of influential leaders. They believed that there was merely one best manner to run an administration which produced best consequences and most effectual concern patterns. The ground of Fiedler ‘s theoretical account act uponing most research workers was that it denied one best manner and absolutely fit in modern extremely complex administrations where scenarios and environment of leaders kept altering more frequently.
Fiedler ‘s theoretical account assessed a possible leader with a graduated table of work manner runing from Task-Oriented on one terminal to Relationship-Oriented on the other. The other of import factor which affected behavior was the contextual fortunes in which the group operates. This is moreover supported by three contextual variables impacting rightness of a peculiar manner. These are: Leader-member dealingss, Task Structure and Leader Position Power.
The diagram below depicts the theoretical account.
Mr Vineet Nayyar, 70, is the Vice Chairman & A ; Managing Director of Tech Mahindra since 2005 and the Chairman of Mahindra Satyam since 2009 after its acquisition by Tech Mahindra. He is an complete leader and has led many administrations across his calling span of 40 old ages. He has worked closely with Indian Government ( an IAS – Indian Administrative Services functionary ) , A international many-sided bureaus and the corporate sector ( both populace and private ) . While in authorities, he has taken many senior places as District Magistrate and Secretary of Government Administration. He has besides been portion of the World Bank for over 10 Old ages. In corporate sector, he was establishing Chairman and Managing Director of province owned Gas Authority of India, MD and V Chairman of HCL Technologies. He holds a Maestro ‘s grade in Development Economics from Williams College, Massachusetts.
Vineet is doubtless an outstanding leader and a function theoretical account for employees at Tech Mahindra. During his 6 old ages term of office, he has taken several important determinations which have impacted the administration positively and have created a sense of trust which I believe is the most of import feature of being a leader of an administration. Year after twelvemonth he has won first-class feedback tonss from employees of the administration which are apparent of his leading qualities. Along with high employee satisfaction, his function as a leader of administration was backed up with exponential growing of the administration. The company has doubled its size both in adult male power every bit good as the entire concern gross revenues. It has besides acquired three administrations, Axes Technologies ( India ) Private Limited, iPolicy Networks Private Limited and Satyam Computer Services Ltd since 2005.
As suggested by Fiedler ‘s Contingency theory, Leader ‘s behavioral manner is majorly impacted by environment around him. Over the last 5 old ages, Asiatic and Global economic system have seen many highs and depressions. During the clip when Vineet entered into Tech Mahindra, planetary economic system was on a steady rise. He saw this as immense chance for Tech Mahindra, and the company under his leading launched an highly successful IPO ( Initial Public Offer ) in 2006, through which the administration raised around $ 100 million to construct a new development Centre at Pune, India gauging an employee siting capacity of 9000. This proved a extremely motivative factor for employees of the administration, as the company was so listed in Indian Stock Exchange which added to the credibleness and popularity of the administration. As the IPO was a immense success, the employees of Tech Mahindra were given bonus portions on finishing 20 old ages of Tech Mahindra in 2006. This move increased the sense of ownership and the degree of committedness of the employees towards the administration.
As the economic system continued to boom, the company gained new and possible clients along with bing clients which added to exponential rise in company ‘s physical and liquid assets. Under Vineet ‘s leading, Tech Mahindra increased footmarks across India and the Earth. It has added four new development Centres in India along with several abroad site offices across Asia Pacific, Europe, Americas, Middle East and Africa. Company ‘s head count increased from 16,500 in 2005 to 35,200 in 2010. As the company grew stronger and bigger, it created more occupations for people and was being trusted as a safe company sing occupation stabilisation. These positive factors, along with Vineet ‘s influential leading accomplishments, resulted in a favorable state of affairs which straight proved to hold a positive consequence on group public presentation. Leader-member dealingss were ‘Good ‘ along with ‘High ‘ undertaking construction. With new development Centres coming into operation, there were revised procedures and policies which clearly defined each employee ‘s functions and duties. Every employee was being given a undertaking to set-up his ends at the start of the twelvemonth which were so finalized along with supervisor ‘s feedback. There were team/individual meetings/skip degree meetings to foreground any concerns, feedback or remarks related to employee ‘s work. All this resulted in ‘High ‘ Undertaking construction. All the groups/teams were headed by a team-lead and a supervisor who had full authorization to delegate and supervise undertakings for persons in the group. These people besides had the authorization to urge outstanding performing artists for wagess and awards every one-fourth. Hence we can see Leader Position power besides to be ‘High ‘ therefore ensuing in ‘High ‘ Favourableness of the state of affairs. The most appropriate Behavioural manner hence can be conceived as Low LPC, Task Oriented. However along with Task Oriented leading manner, Vineet was besides inclined towards Relationship-Oriented behavior as the company was making good. Organisation incorporated several awards which were to be given to high performing artists and distribute fillips among employees. There was high employee satisfaction ensuing in improved overall group public presentations.
The economic system continued to turn till early 2008 after which there was a steep downswing. The economic convulsion in United States and Europe had a direct impact on Tech Mahindra as all of its major clients belong to this geographics. This was a drastic alteration of environment for Vineet and he had to set his leading manner with the altering scenario. Vineet along with his direction squad had to churn out cost affectional undertaking driven methods to get by up with the of all time increasing force per unit area of dunking economic system and demanding clients. There were many alterations in company processes to do them streamlined and cost effectual. As the economic system further weakened, many employees were discontinued from their functions in order to keep an even place on runing the undertakings. Employee Assessment and Appraisal Process was reviewed as company was now runing on less operating net incomes. All the overhead costs were minimized and fillips were cut-off. This lead to decreased employee satisfaction and hampered squad public presentations.
During the same clip period ( 2009 ) Tech Mahindra emerged as the highest bidder to victimize hit Satyam Computers Ltd ( Later renamed as Mahindra Satyam after coup d’etat ) . Vineet was appointed as the Chairman of Mahindra Satyam taking into history his first-class service to Tech Mahindra over the old ages. His past experiences and features as a leader both proved to be the determinant factor for this determination. Economic downswing coupled with accounting cozenage was a incubus for employees of Mahindra Satyam. With a strong head count of around 45,000, Mahindra Satyam due to its tainted image and lost credibleness lost many major clients. Its operating net incomes came down to negative and the company was really hard to prolong. Vineet and his squad carried out series of direction and procedure alterations in Mahindra Satyam to better its place in the market. Rebranding Satyam Computers to Mahindra Satyam was one such move. The association to Mahindra & A ; Mahindra group instilled an increased sense of credibleness. There were internal exchange arrangements within Tech Mahindra and Mahindra Satyam to use inordinate adult male power and Tech Mahindra slowed its external enlisting procedure. Many employees of Mahindra Satyam who did non hold a good public presentation appraisal were handed pink-slips. It was important for Mahindra Satyam to reconstruct itself and recover its topographic point in the IT Industry. A series of similar austere alterations and developments took in Mahindra Satyam over the following few months. All these alterations in Tech Mahindra and Mahindra Satyam led to decreased employee satisfaction. Employees were non given plenty salary hikings and publicities were delayed. As more and more employees were terminated due to low operating borders, the squad sizes grew smaller ensuing in increased work force per unit area. This did non hold a good consequence on Leader-member dealingss and could be termed as ‘Bad ‘ . Undertaking construction besides dropped to ‘Low ‘ as there was increased work load due to less team members. Existing squad members were ill-defined about the added duties they had to partake which were an operating expense to their already bing duties. Leader place power still remained ‘Strong ‘ as there was changeless supervising on public presentation of the persons. All these factors resulted in ‘Low ‘ Favourableness of state of affairs and behavioral manner can therefore be concluded as Low LPC Highly Task-oriented.
With all the above groundss and cases of consequence of external forces on leading manner of Vineet Nayyar, I can strongly reason that leading behavior of leaders change with fortunes. A good leader is judged as to how he transforms his behavior under different state of affairss and taking the right manner of leading. Mentioning all the above cases of leading and analyzing them with theory as mentioned by Fiedler concludes that Fiedler ‘s Contingency theorem competently fits Vineet Nayyar ‘s leading manner. As the scenarios and macro environment alterations quickly, leading as a huge pool of possible operative manners was a ground-breaking thought by Fiedler. It is in my virtuousness a common thought in modern direction theories which rejects a stiff premise about ideal direction.
Introduction to civilization:
Culture: A word holding its beginnings from Latin word ‘Cultura ‘ which means “ to cultivate ” . Culture is a word holding legion significances and definitions and is frequently the built-in portion of any administration present today. Gareth Morgan has described organisational civilization as: “ The set of the set of beliefs, values, and norms, together with symbols like dramatized events and personalities that represents the alone character of an organisation, and provides the context for action in it and by it. ” Organizational civilization is difficult to explicate and is similar to other intangible entities which can merely be experienced by the virtuousness of it being into being. With the size and complexness of administrations changing from a few to 1000s, it is a critical and built-in portion of any administration. It is in modern epoch, a feature of an administration which mirrors the environment prevailing in the same and distinguishes it from others based on its Values, Rites, Rituals and cultural web.
During the undermentioned text, I have tried analyzing organizational civilization at Tech Mahindra based on theoretical and practical attacks.
Theoretical attack to civilization:
Organizational civilization has been analysed and defined by many anthropologists and sociologists including Deal and Kennedy, Charles Handy, Edgar Schein, Robert A. Cooke and many more. All the research workers have defined Culture in many different signifiers as it is really hard to show it clearly. Every individual when becomes a portion of administration, becomes a portion of its civilization. He understands, learns, inherits and so patterns civilization at administration through his distinguishable ways. Schein has loosely classified the nature of civilization as ‘layered ‘ phenomena holding three degrees of visibleness. These are: Basic Premises, Valuess and Beliefs and Artefacts and Creations. He has farther emphasized that these three beds of seeable civilization interact among themselves and make non stand out from each other. A graphical representation is shown below.
Many different theoretical accounts exist which differentiate civilization on the footing of its nature prevailing in different administrations. One of which is suggested by Peters and Waterman called the Characteristics of Excellent Companies. The writers studied civilizations at some of the most successful administrations and came up with a list of common idealised patterns within those administrations. This was by some viewed as ‘One best civilization ‘ and received strong unfavorable judgments by many research workers.
Another theoretical account was suggested by Goffee and Jones which is besides called as The Goffee and Jones Contingency Framework. This was a more modern attack to organizational civilization and suggested the dependence of civilization on concern environments. They opposed the theory of one ‘Right ‘ or ‘Best ‘ civilization for assorted administrations. Their model could be depicted based on two dimensions: Sociability and Solidarity. These two dimensions were rated from Good to Bad and a four regular hexahedron construction was drawn.
They suggested that an administration could hold one or a mix of these four civilizations: The Communal civilization, the Networked civilization, the Mercury civilization and the Disconnected civilization. Taking the illustration of Tech Mahindra, I would be closely following this technique to analyze its civilization rated on Sociability and Solidarity.
Culture at Tech Mahindra:
Tech Mahindra is a big administration with around 35,000 employees around the Earth. Tech Mahindra recruits fresh college alumnuss every twelvemonth in big Numberss. Merely after these college graduates join the company, on their appointment twenty-four hours, are exposed to a series of initiation procedures. These include enrollment procedures, initiation address from the caput of HR section and many similar synergistic Sessionss of what is expected out of an employee at Tech Mahindra. All these Sessionss talk about the value offered by Tech Mahindra civilization and how these values are of import to accommodate by all the employees. The new employees are so divided into batches and are allotted to assorted Initial Training Programs ( ITP and the employees are so called ITPians ) based on their background surveies. This ITP class extends around 4 months in which ITPians undergo assorted Technical and Behavioural preparations which prepares an ITPian to accept the challenge which his occupation offers. During the Behavioural preparation there are legion Sessionss about Code of Conduct, Company frock codification, Tech Mahindra wagess plans, accent on Quality work, Information Security and fillips linked to public presentation.
All the employees are asked to follow a rigorous frock codification which is Business balls from Monday to Thursday. Employees are allowed to have on Business Casuals, i.e. Jeans and Collared T Shirts on Friday. This frock codification is purely followed and its Manager ‘s duty for reding defaulting squad members thereby easing attachment to the Company ‘s policy. Any pick of insouciant wear which is uncovering, overly signifier fitted or worn out is purely non allowed. There are cases where many employers do non hold such sorts of ordinances on frock codification like Google. This nevertheless can be long debated over and over once more with no steadfast result. In my sentiment holding a frock codification is a good step to make and keep a healthy and professional environment across the administration.
The ITPians are briefed about Code of Conduct policies of Tech Mahindra about which they are asked to listen attentively. They are briefed of how they shall follow the applicable legal model of the state in which they operate. Employees are expected to cognize and to understand the legal duties applicable while executing their responsibilities and dispatching their duties on the occupation. Ignorance can non be an alibi for misdemeanor of jurisprudence. They are besides told to vie reasonably with their rivals and keep highest possible criterions of unity and moralss in every domain of activity. ITPians are briefed that they shall non set their personal jobs over organizational demands. Employees are ever expected to protect and foster the Company ‘s involvements all the clip and stay independent in any determination that they may be required to take. They are told non to offer or accept gifts, cordial reception or other incentives, which influence a determination, or prosecute in any signifier of graft.