PREJUDICES IN WORKPLACES:

REAL OR PERCEIVED

SUBMITTED BY: GROUP 1

AARUSHI SHARMA ANKIT BANSAL
ABHAY SHARMA ANKIT KUMAR
AMANAT KUMAR ANMOL THAKUR
ABHISHEK DHIMAN SHRESHTH CHUGH
WHAT IS PREJUDICE?
• Prejudice is an unjustified attitude or opinion, usually a negative one, directed
toward an individual for something the individual cannot control. An example of
prejudice is someone thinking poorly of another person for his belonging to a
certain race, or for having different religious beliefs.
• Prejudiced attitudes are marked by negative feelings toward someone, are often
based on stereotypes, such as a belief that “all black people are unemployed
criminals,” or “all Mexican people are illegal aliens and thieves.”
• These feelings may be translated into action by discriminating against the person or
members of the target group. An individual may be prejudiced against others based
on factors such as race, age, gender, sexual orientation, class status, religion, and
nationality, amongst other things.
INTRODUCTION TO THE CASE
• Blue chips company is computer product firm.
• The company turnover had increased by 2.5%
• Market share in a number of product had also
moved up marginally.
• Six month ago, blue chips had been taken over
by an industrial group.
PEOPLE INVOLVED IN THE CASE
1. MANJULA SRIVASTAV
• Head of marketing for the last four years at blue chips.
• She had talent for striking an instant rapport with
people.
• Good relation with company dealers & subordinates and
peers in the company.
• She had to prove herself regularly at work and she used to make
her displeasure known to everyone.
2. ANAND PRAKASH
• New managing director of blue chips after change of
ownership.
• His priorities clear, “blue chips will go international”
and exports will be our first concern.
• Take the decision of job related in suddenly change
in management team
3. HARISH NAIK
• He is executive assistant with special responsibility
for exports.
• He had been appointed, with in two months, as the vice
president (exports) with compensation and perks higher
than her own.
 WHAT HAPPENED AFTER TAKEOVER OF BLUE CHIPS
• Anand Prakash, the new managing director, had his priorities clear.
• Blue Chips will go international and exports will be their first concern.
• Prakash had also brought in Harish Naik as his executive assistant with responsibility for
exports.
• Naik had been seconded to Manjula for five weeks as a part of a familiarization programme.
• Harish Naik had been appointed, within two months, as the vice president exports.
WHAT HAPPENED AFTER TAKEOVER OF BLUE CHIPS
• Manjula protested to Prakash as Naik was offered a senior position
• She was offered an entirely different role of Manager Public
Affairs
• She expected the position of president home marketing
• Entire marketing function was handed to Naik
• She found herself as a victim of male prejudice
• Manjula is confused about what she should do.
•
CASE 1 : MANJULA ACCEPTS THE OFFER
PROS:
• She will be answerable directly to the MD.
• A different role in company can help her grow personally.
CONS:
• Companies goals and her personal goals are not aligned.
• Will not feel that valuable in company hence reducing the productivity
and value providing to the company .
CASE 2 : MANJULA LEAVES THE COMPANY

PROS:
• She can get a new job where she feel she can contribute and is valued.
• Relations with MD and Harsh Naik are already strained so now she
won’t have to deal with it .
CONS:
• Have to work in same position in new company
• Need to work for the promotion in new company.
CASE 3 : MANJULA REJECTS THE OFFER AND
WORKS UNDER NAIK
PROS:
• She keeps on doing the same work in which she is good
• Opportunity to prove herself better than Naik
CONS:
• Ego clashes between herself and Naik
• Conflict of interest
• Won't be able to deliver to her full potential
CONCLUSION
• Is the prejudice real or perceived?
• Factors to consider(management perspective and organization perspective)
• The company has been acquired by new group
• Their have been change of strategy. Now its going global and focus on
exports.
• The new MD have bought new people with it who it feel will help in
company future.
• Srivastav have not been replaced by someone who was an old employee
in company.
• Its important for company to have a coordinated marketing, domestic and
export sales.
• Therefore the prejudice is perceived.
 CONCLUSION
• What should Manjula do?
• Points to consider(organizational perspective and personal perspective in
terms of position, perks and contribution)
• The organization and personal goals are not aligned
• The compensation for her caliber isn’t enough.
• Based on vast experience she could capitalize on it and create bigger
impact in another organization.
• She will be able to contribute maximum in another company ,which will
help her get satisfaction and motivation.
• She should leave the organization.