Nov -2018

Presenter:
Ajay,Abhishek,Dipti
Psychology has traditionally identified and studied three components of mind: cognition, affect, and conation.
 Cognition refer to the mental abilities such as knowledge, attention and memory. It also include reasoning, problem solving
and comprehension. It also refers to the process of coming to know and understand; the process of encoding, storing,
processing, and retrieving information. Basically the ability of brain to process information. It is generally associated with the
question of "what" (e.g., what happened, what is going on now, what is the meaning of that information.).
 Affect refers to the emotional interpretation of perceptions, information, or knowledge. It is generally associated with one’s
attachment (positive or negative) to people, objects, ideas, etc. and asks the question "How do I feel about this knowledge or
information?".
 Conation is defined as the mental process that activates AND/OR directs behavior and actions. It refers to the connection of
knowledge and affect to behavior and is associated with the issue of "why." It is the personal, intentional, planful, deliberate,
goal-oriented, or striving component of motivation, the proactive (as opposed to reactive or habitual) aspect of behavior. It is
closely associated with the concept of volition, defined as the use of will, or the freedom to make choices about what to do. It
is absolutely critical if an individual is to successfully engage in self-direction and self-regulation.
 Conation leads to goals. One is Mastery goals that focus on developing competence or on the process of learning, and the second is
Performance goals that focus on the outcome, winning, or attaining credentials. There can also be Social goals that focus on performance of
the group or the individual fitting in with others.
 Conation leads to energizing behavior, i.e., a natural need for self-development and self-determination. This need can be enhanced or
thwarted by one’s self-concept and self-esteem. It is therefore important to consider developmental and environmental factors that can
enhance, or at least not inhibit, this natural need.
 Persistence is another behavior related to conation.

What does all this mean? To evoke conation which is so powerful, everyone needs a vision and mission statement; not mere the
corporate. .
 Some of the key factors that Jose must consider while taking a decision are:
 It is a family run company and hence the board decisions would be very much different
from a public sector or any international firm
 Labor challenges
 Importing paper from the foreign countries
 Use of Old technology and shortage of skilled labor in KPM
 Cost- Power shortages can-not be controlled by the management of KPM which may
increase the costs and in-turn affect their net income
 Dependence on internal auditors and Maverick engineering head
 RBI’s Exchange rate policies
 Paper production process which produces hazardous gases in the environment.
 Role of IT/Digital in the KPM
 After francis passed away the company faced the classical problem of leadership succession and
balance-sheet of KPM was reflecting the same.
 Jose used his Cognition to recover the company from Losses he created an ad hoc management
team consisting of himself, Mr. KT Antony, KT Thomas, two grandchildren of Mr. KT Francis, the
internal auditor and the maintenance engineer who was the hub of the operations. They decided
to have a go at reaching the installed capacity in production, in which they succeeded. The plant
which was bought in 1997 had been split into two units and installed in two different places to
save tax.
 The company reassembled it and purchased a boiler for generating own power. All these raised
the production from 15 tons to 35 tons per day. The grandchildren of Francis were engineers and
they began to play a more productive role and KT Thomas began to coordinate the overall
functions. The company began to change but very slowly.
 Here he used his cognation and conation skills to figure out the reasons why the company was
going into losses and how it can do better after the above steps followed was KPM started to
recover from Losses
 As per this case Jose has used both Transactional and Transformational
leadership skills here to transform KPM pathway.
 Jose focused on organizational targets, would work very hard and set an example
and took a no non-sense approach.
 He insisted on the individual contribution and accountability and encouraged the
team members to feel empowered and take proactive actions.
 He instilled in them the value of collective decision making and team spirit and
insisted on the importance of their inter dependence and collective decision
making. These changes had its effect on the balance sheet
 Jose was more task oriented rather than people oriented.
 KPM production expected to reach 100 ton per day from 30 ton per day around
2009 time period.
 Production in India increased by almost 3 times from 2000 to 2010
 KPM increased plans to 4 in 2011 from one in 1979
 KPM capacity increased to 50 ton in 2011 from 10 ton in 1979
 All type of issues occurrence is showing decline trend from 2006 to 2011
 All the key data points are available to Jose to fulfill his Cognition state of mind.
 KPM being a family business forces Jose to incline towards his affect state of mind
 Jose story explain that he is very strong on self direction and self regulation. Jose
displayed determination and perseverance during critical times.
 Jose was a product of Chicago School of business and also he had a good
experience and knowledge of leading a company, he was very skill full and was a
master of his field so there was nothing to stop Jose to lead KPM
With all above in place Jose should lead the KPM business through his conation state
of mind which is very strong. Jose should play the leadership role in KPM. He should
utilize his skills mainly the determination and perseverance.
Indian Paper and Paperboard Manufacturer’s Association (IPMA) of India is very
optimistic about the industry. The challenges as per IPMA are:
 Enhancing Industry’s competitiveness to face global competition
 Economies of scale
 De-fragmentation of industry
 Modernization of mills
 Building new capacities
 Meeting incremental demand of paper
 Productivity/quality improvement
 Creation of robust raw material base
 Environmental upgradation and green technologies