Organizational BehaviourII Group project on

Submitted to: Submitted by: Jagannath Mohanty Poorti Sachdeva (2012207)

Pradeep Rawat

(2012208) Pragati

Vishwakarma (2012209)

Pranoy Chakrabarty

(2012210)

Prasoon Shrivastava

(2012212)

Pratap Dhar

(2012213) Prateek Goyal

(2012214) Pratik Gupta (2012215)

CONTRIBUTION:
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Organizational hierarchy: Pragati Vishwakarma. Leadership At Infosys: Poorti Sachdeva. Case I: Pragati Vishwakarma, Prasoon Shrivastava, Pratik Gupta. Case II: Pradeep Rawat, Pranoy Chakrabarty, Prasoon Shrivastava. Case III: Pratik Gupta, Pratap Dhar

Introduction Infosys was started in 1981 by seven people with US$ 250. Today, they are a global leader in consulting, technology and outsourcing with revenues of US$ 7.126 billion (LTM Q2 FY13). Many of the worlds most successful organizations rely on Infosys to deliver measurable business value. Infosys provides business consulting, technology, engineering and outsourcing services to help clients in over 30 countries build tomorrows enterprise.

Infosys has a global footprint with 66 offices and 69 development centres in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 153,761 employees as on Sep 30, 2012. Our Vision, Mission and Values Vision "We will be a globally respected corporation." Mission "Strategic Partnerships for Building Tomorrows Enterprise." Values We believe that the softest pillow is a clear conscience. The values that drive us underscore our commitment to: CLIFE Client Value: To surpass client expectations consistently Leadership by Example: To set standards in our business and transactions and be an exemplar for the industry and ourselves Integrity and Transparency: To be ethical, sincere and open in all our transactions Fairness: To be objective and transaction-oriented, and thereby earn trust and respect Excellence: To strive relentlessly, constantly improve ourselves, our teams, our services and products to become the best .

LEADERSHIP DEVELOPMENT IN INFOSYS The vision of Infosys is to create an organisation that is built to last, and has the agility to manage ambiguity and uncertainty under all circumstances. Infosys Leadership Institute (ILI) assist Infosys in responding to specific challenges of the present and future, as described below: To prepare the company to man-age its phenomenal growth. To prepare Infoscions to face the complexities of the market and the rapidly changing environment. To create higher customer value through thought leadership Leadership competencies Leadership competencies exist in the context of the organisations vision and its core values. The soul of our leadership competencies rest in the vision statement of Infosys which reads: We will be a globally respected corporation that provides best of breed business solutions, leveraging technology, delivered by best in class people. To achieve this vision, leadership competencies have been defined along four broad dimensions stated below: Work People Technology Business
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The nine pillar model of leadership development This model was developed after careful research of the processes followed by 18 of the most successful global companies. Each pillar has its own unique importance to the development of leadership competencies at the individual level. An individual may choose one or more of these pillars for his or her own development. Participation in most of them is optional, except for the 360-degree feedback, which is the starting point of the leadership journey. The premise is that learning in general and adult learning in particular is varied and a model of leadership development which caters to multiple learning modes is that much more effective.

360-degree feedback The 360-degree feedback is a method of systematically collecting data about a persons performance and capabilities from a wide range of co-workers. This includes peers, direct reportees, the manager and customers (both internal and external). The feedback received from this 360-degree process is used as the basis for the preparation of individual personal development plans (PDPs), which are the blueprints that guide the individual in acquiring new skills and enhancing existing skills, all aligned to the basic leadership competencies model.

Development assignments Development assignments (DAs) are a traditional and potent form of leadership development. High potential employees are given experience in diverse functions through internal job rotations and cross functional assignments. DAs enable employees to gather practical leadership skills outside his or her zone of experience. Infosys Culture (IC) workshops These workshops help participants understand the core values, purpose and processes followed in the context of leadership development. The design of these workshops allows for extensive interaction among participants leading to reinforcement of the Infosys culture, and ensuring enough empowerment to guarantee adherence and refinement to the culture of the organisation. Development relationships These are one-on-one relationships in work settings that facilitate the sharing and transfer of knowledge and experience between individuals. The Infosys leadership development model views mentoring as a developmental relationship in the context of leadership development. A mentoring for leadership pilot programme is operational and learnings from this programme will be used to refine and extend this element of leadership development across the organisation. This is a process by which employees of the organisation go through a series of learning interventions on topics of relevance to leadership. A study of successful global companies will show that it is essential for senior management to be fully involved and committed to the development of future leaders. Feedback intensive programmes These are intensive behavioural interventions, which are based on formal and informal feedback received from individuals that the employee interfaces with. They are structured in a manner so that the participants receive and give feedback in a non-threatening environment and yield a workable plan for setting goals for continued personal and professional development and strategies for attaining them. Systemic process learning This is an intervention that enables participants to view an organisation as a whole system Comprising innumerable interacting sub-systems. It yields plans for continuous improvement in systemic processes and details how an individual will initiate such improvements. Action learning This is a team-based real-time experience used to solve real, systemic and unresolved organisational problems. It is a pragmatic process aimed at yielding a resolution to the problem or issue that has been identified, and a workable, plan for setting goals for continued development, with strategies for attaining them. Community empathy ILI aspires to create, on a regular and structured basis, opportunities for high-potential candidates to enrol themselves in causes outside Infosys that contribute to the greater good of the less fortunate. The importance of community empathy in overall leadership development is in line with the fundamental belief of the organisation that social conscience needs to be nurtured and enhanced in each one of its present and potential leaders
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STUDY ON RETAIL DOMAIN We have approached the retail domain of Infosys to study the decision making methods, issues in group dynamics and leadership. The hierarchy structure of the retail domain of the organisation is as follows:

Delivery Manager

Delivery Anchors

Senior Project Manager

Project Manager(s)

Technical leads(analysts)

Functinal Associates (Management team)

Technical Developers

The retail domain consists of a delivery manager under whom the delivery anchor works. These two take care that different projects from the clients are distributed to the project manager. Even the Budget Estimation and various financial decisions are taken by the delivery managers and delivery anchors. Every project has a senior project manager under whom there can be one or more than one project managers depending on the versatility of the project. Under the project manager, there are two teams which are the Technical team and the Functional (management) team. The Technical team is lead by one or more than one technical leads. The technical developers are the ones who work under the technical leads. The work of technical lead is to coordinate their team with the project manager and the functional team as well. They also guide the technical developers and help them in their problems. The technical developers and leads are technically skilled and have sound technical knowledge of the project. The role of Functional team is to coordinate between the expectations of the client and the technical team. Once the project is given to technical team, it starts working and as soon as it finishes it handovers the project to the functional team. The functional team passes on the project to the Client so that they can approve whether it matches their requirement or not. If not then the project with the bugs is given back to the technical team else the technical team is informed about the success of the project.

CURRENT PROJECT: JC PENNEY They are currently working for JC Penney to create a system in which they merge all the servers for data up gradation of all the retail stores of JC Penney. Their basic work is consultation, integration and implementation of a particular product. For e.g. which oracle product to use for data up gradation and many such others. The technical team on weekly basis calls the client i.e. JP Penney via video conferencing on Fridays or Wednesdays in order to know and meet their changing expectations and also approve the current status of the project. This call is known as a Status call.

REAL LIFE CASE OF INFOSYS Case I Its about a group of 12 technical developers. They worked under a technical lead that was answerable to the project manager. They were given a project to be completed in a specified period. Everybody worked in the group; some worked extensively, some less as compared to others. But in the end only 1 person was given all the credit because he had very close relations with the technical lead and when the other members of the group came to know about it, they directly complained about it to the project manager. The project manager took initiative to reposition all the members of that group including the technical developer who was given all the credit so that there would be no conflict under the new the technical lead as everybody was equal for him. Analysis: Application of legitimate power by the project manager: Here we can see that the project manager was entitled the authority to take any decision within a technical team. He had the legitimate power as an interpersonal form of power whereas the technical lead had referent power with the help of which he gave credit to just one developer and not the whole team. The definition of legitimate power, referent power and other powers are given below: POWER: Power is the ability to influence someone else. In other words, Power is the potential to change others attitude or behaviour. Power may be: An act of one person (realized potentiality) or Potentiality or capacity of one person. The interplay of power enables the achievement of common purpose (organisational objectives) and determines organisational behaviour. Because power is an ability, individuals can learn to use it affectively.

Legitimate Power

Legitimate power in interpersonal communication comes from formal titles, such as manager, owner, parent, teacher and coach. The effectiveness of legitimate power depends on how the person uses it. If a person abuses their authority, they will lose legitimacy and they will become less effective. However, if they use their power judiciously to do good and help people, their power will be enhanced and they will become more effective.

Referent Power

The ability to empathize with subordinates gives a leader referent power in communication. This means that they can identify with how their subordinates feel and think because they can relate back to their own similar experiences in the past. This power can improve interpersonal communication channels across different organizational hierarchies.

Expert Power

Having expert knowledge about a subject that others value and do not possess themselves can give someone the upper hand in communication. In work situations, the person with the valued knowledge is a person people respect and often refer to for help. However, this does not mean that expert power alone can help a person move through organizational levels because it usually takes leadership, networking skills and management experience to advance through the ranks. Information Power

Linked closely to expert power, information power refers to the importance of presenting information coherently and logically. Without information power, having expertise would not be as useful as you would never be able to make a compelling case or win an argument or motivate your employees. Reward Power

Reward power supports legitimate power. An employee is likely to respond favorably to orders and directions if he receives a tangible reward, such as a better job assignment or a pay raise. Rewards can also be intangible -- for example, verbal approval, encouragement and praise can be as effective as tangible rewards. Coercive Power

The opposite of reward power, coercive power is the ability to punish someone for noncompliance with an order or direction. It complements legitimate power, but in a negative way because compliance is achieved not out of respect, but out of fear. Examples of coercive power include labor union strike threats, denial of promotion or pay raise and litigation.

Therefore, using the legitimate power the project manager was able to resolve the conflict as being a manager he had the authority to move the developers under another technical lead.

Leadership styles adopted by project manager and technical lead Project manager: The leadership style adopted by project manager was democratic as he interacted with the team as well as the technical lead and listened to all their arguments and then arrived at a decision. However he did not take any steps to make the technical lead realize his responsibilities and mistake he made while giving credit to only one developer.
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Technical lead: The leadership style adopted by the technical lead was affiliative as he gave importance to emotional aspects of the workers. Due to his emotional attachment with the developer whom he gave all the credit, he can be considered as an affiliative leader. The chart below shows various kinds of leadership styles:

Counter Power: In a relationship, two parties are involved one being dependent and the other being independent. Here, the independent party has Power while the dependent party has Counter Power. The power of the dependent party to maintain the relationship is termed as Counter Power.

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The technical lead had the counter power in this case. He could have used it to take the project manager on his side to convince him and make him realize that his decision is correct.

Conflict management: The project manager shifted all the members of that group including the technical developer who was given all the credit so that there would be no conflict under the new the technical lead as everybody was equal for him. It prevented the intergroup conflict in the organisation that would have resulted otherwise. This is a perfect example of how a leader should react to situations which might result in conflicts or differences between employees for the betterment of the business. The theory of conflict is given as follows: CONFLICT: It is defined as any situation in which incompatible goals, attitudes, emotions or behaviours lead to disagreement or opposition between two or more parties. Functional Conflict: Functional conflicts are constructive, support your company's goals, and improve performance. It generally involves people who are genuinely interested in solving a problem and are willing to listen to one another. There are two widely accepted techniques for doing this: devil's advocacy and the dialectic method. Dysfunctional Conflict: Dysfunctional conflicts on the other hand, consist of disputes and disagreements that hinder your company's performance. This generally involves people who are unwilling to work together to solve a problem and is often personal. There are various methods for dealing with it, including: integrating, obliging, dominating, avoiding, and compromising. FORMS OF GROUP CONFLICT: Intrapersonal Conflict: When conflict occurs within an individual, it is called intrapersonal conflict. There are various types of conflicts, including interrole, intrarole, and person role conflicts. Interpersonal conflict: Conflict between two or more people, or interpersonal conflict, can arise from many individual differences, including personalities, attitudes, values, perceptions, and other differences. Intergroup conflict: Conflict between two groups or department is known as intergroup conflict. It maybe for gaining power to make its image or for some other purpose.

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FIVE CATEGORY MODEL: Problem solving- win-win outcome Forcing- win-lose outcome Avoiding- avoiding conflict to attempt to smooth it over Yielding- giving in completely Compromising- losses offset by equally valuable gains The case follows avoiding category as the project manager just shifts the developers into other group under a different technical lead and neither takes any action against the technical lead nor tries to resolve the conflict.

CASE II The technical lead is entitled to help the developers with the project and guides them through the whole process. The daily status of the project is to be recorded by the technical lead in an excel sheet and processes performed by each is also updated by the technical lead. In this case, one of the technical lead used to get this sheet also updated by the technical developers. The job of technical developers was to develop the software and not to update the excel sheet which was the job of the technical lead. Analysis: The above case falls in the category of negative power. According to David McClelland there are two distinct cases of power, one negative and one positive. The negative face of power is personal power- power used for personal gain. Managers who use personal power are commonly described as power hungry. People who approach relationships with an exchange orientation often use personal power to ensure that they get atleast their fair share. They are more interested in their own needs and interests. Whistleblowers who can serve as checks on powerful people within the organisation , dissenters can pinpoint wrong doings, encourage employee voice in key issues and create a climate conducive to ethical use of power. The positive face of power is social power. People who approach relationships with a communal orientation, focus on the needs and interests of others.. We can see in this case, the technical used his personal power. By getting his work done by the developers, who were not entitled to this job, he was getting benefited. He did to pursue his interest and not that of the others.
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Case III: At Infosys, promotion is given on the basis of cumulative ratings(CRR). The team developers are rated on the basis of their performance by the team lead and team lead by project managers. The employee with higher CRR will get a promotion or incentive. Hence, the promotion and incentive are dependent on their CRR. The CRR slabs are based on the performance and named 1+, 1, 2, 3 where 1+ is the greater rating. Only 10% of the employees fit the 1+ rating. These ratings are considered for the promotions and incentives obtained by the employees. In Infosys Hyderabad, a certain team leader had to submit the ratings of the employees. The normal procedure would be to objectively check the performance of each developer. But, here, a few employees were given a better feedback as compared to the more deserving. The employees with a better rapport and of similar cultural backgrounds were given higher ratings as compared to other deserving people. This is something that is still prevalent in the organisation and not just in this case. It de-motivates the employees that would have normally got a better rating. Analysis: The case is a perfect example of the cultural differences that prevail in an organisation. Here the people who had the same cultural background as that of the project manager are given higher cumulative rating than the rating given to the others. Even politics comes into role when cumulative rating is accounted. Upward appeal for promotion and dole out a good cumulative rating to the person concerned is one example of politics which is also observed in organizations. Cultural difference is illustrated as follows:

CULTURAL DIFFERENCES: Cultural differences play an important role in determining the influencing tactics used by the people in the organization. Greet Hofstede has defined culture as The software of the mind. He conducted a survey on the basis of which he stated that there are predominantly 5 cultural dimensions on the basis of which cultures can be differentiated. This model forms the Global framework for assessing cultures.

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Power Distance: It is the national culture attribute describing the extent to which a society accepts that power is distributed unequally in institutions and organizations. Individualism Vs Collectivism: A national cultural attribute describing the degree to which people in a country prefer to act an individuals rather than a member of a group. Low individualism indicates collectivism. Quantity of Life Vs Quality of Life: Quantity of Life indicates the degree to which values like assertiveness, acquisition of money and material goods, competition exists in a culture. Quality of life emphasizes on relationships and concern for others. Uncertainty Avoidance: The degree to which people in a country prefer structured over unstructured situations and how they react towards it. Long Term orientation Vs Short Term Orientation: Long term orientation emphasizes on the future, thrift and persistence levels of a culture, whereas short term orientation emphasizes on the past, present, respect for tradition and fulfilment of social obligations.

POLITICS: Oraganizational Politics: It is the use of power and influence in an organization. It is not necessarily negative. Political Behaviour: It refers to actions not officially sanctioned by an organization that are taken to influence others in order to meet ones personal goals.

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Influence tactics used in organizations: Pressure: The person uses demand, threats, or intimidation to convince to comply with the request or to support a proposal. Upward appeals: The person seeks to persuade you that the request is approved by higher management or appeals to higher management for assistance in gaining your compliance with the request. Exchange: The person makes an explicit or implicit promise that you will receive rewards or tangible benefits if you comply with a request or support a proposal or reminds you of a prior favour to be reciprocated. Coalition: the person seeks the aid of others to persuade you to do something or uses a support of others as an argument for you to agree also. Ingratiation: the person seeks to get you in a good mood or to think favourably of them before asking you to do something. Rational Persuasion: the person uses logical arguments and factual evidence to persuade you that a proposal or request is viable and likely to result in the attainment of task objectives. Inspirational appeals: The person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals or by increasing your confidence that you can do it. Consultation: The person seeks your participation in making a decision or planning how to implement a proposed policy , strategy, or change.

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REFERENCE: Ruchir Nema : technical developer (Infosys Hyderabad) http://www.infosys.com www.sciencedirect.com www.ehow.com www.karvediat.blogspot.in ORGB: Nelson, Quick, Khandelwal

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