Indira Management Review

Arvind Sudarsan ¹, R. Raghunathan ¹, Jayashree Mahesh ¹

Affiliations
1 Dept of Management, BITS, Pilani 333031, IN

Abstract

Management activities are often discussed and analyzed using static analysis thereby failing to accurately communicate the difficulties of operating in an environment where decisions have to address several factors simultaneously and have unexpected consequences. This case is based on the problems faced by an organization in its effort to improve its growth rates. While the situation described touches upon various areas of management in an organizational setting beset with problems and confusion, the focus is on depicting the interrelated nature of different aspects of management and with particular reference to Indianwork conditions.

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Arvind Sudarsan ¹, Jayashree Mahesh ²

Affiliations
1 Dept of Management, BITS, Pilani, IN
2 Dept. Of Management, BITS, Pilani, IN

Abstract

This is an analysis of the issues and problems in the case "Turnaround at TASS" which was published by Indira Management Review (2012),Vol. VI, No. 1,pp59 - 68. This diagnosis will start from the analysis of "The Complex Organization", (also reprinted in the same issue mentioned above), which might be regarded as the preceding part of "Turnaround at TASS", since the ischolar_mains of the problems in the latter would appear to lie in the former.

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Arvind Sudarsan ¹

Affiliations
1 BITS, Pilani, IN

Abstract

Management activities are often discussed and analyzed from a single perspective because of which the large picture of the changing managerial environment is sometimes left incomplete. This setting of this case is an organization which implementing new initiatives in its effort to improve its sales, profits and growth rates. The body of case is presented in the form of a letter with several enclosures, recreating the chain of events leading to the final letter. While the situation described touches upon some specific areas of management it also attempts to illustrate the effect that decisions in one business area may have on other business areas, with particular reference to the Indian business environment.

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Arvind Sudarsan ¹

Affiliations
1 Management Group, BITS, Pilani, IN

Abstract

The following is a perspective on the case study published in our January 2011 issue, "The Blow That Shook The Bank" and attempts to analyse the reasons and the remedies for the situation that was reported therein and to find a judicious management solution to the issue. With the use of the fable of the Panchatantra the author tries to answer if the crisis could have been avoided?

Preface

The case brings to mind a story in the Panchantantra called "The Three Fish". The gist of the story is that three fish overhear that some fishermen have discovered their pond. The first fish leaves immediately. The following day, the second fish is caught by the fishermen and manages to escape, (by his presence of mind), by pretending to be dead. The third fish is also caught and thrashes about in the net (trying to escape) and is killed by the fishermen.

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Arvind Sudarsan ¹

Affiliations
1 Pilani (Management Group, IN

Abstract

Management processes are commonly discussed and analyzed in the context of functional or [product) divisional structures. However, extremely complex matrix or project type organizational forms have been evolving, particularly in the service sector The problems posed by these organizational forms are quite different from what might be expected when operating within the framework of more traditional structures.

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Arvind Sudarsan ¹

Affiliations
1 (Department of Management] BITS, Pilani, IN

Abstract

This case is based on 'The Case of the Complex Organization' and can be considered similar to a continuing case. What is described here is the management response to the problems depicted there and the difficulties observed in the change implementation process. The focus is on real world complex organizational processes wherein various aspects of management are interrelated and dependent on each other; and with particular reference to Indian work conditions.

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Arvind Sudarsan ¹

Affiliations
1 Management Group, BITS Pilani, IN

Abstract

This paper examines the concept of the independent director with reference to the agency theory of corporate governance. In the Indian post independence business scenario, events leading to the current situation in corporate governance, the development of demands for independent directors and their role form the basis for the discussion. Arguments for and against independent directors and factors affecting their efficacy are analyzed in depth. Some possible suggestions which might help in mitigating the effects of the factors hindehng the effective functioning of independent directors are discussed, clearly recognizing the systemic changes which might be required. Some suggestions also appear to be worse than the problem itself Finally the effectiveness of independent directors is studied. Ultimately, while some solutions are recommended for the Indian situation the conclusion is that independent directors are also agents and cannot ensure corporate governance.

Keywords

Corporate Governance, Indian Business, Role of Independent Directors, Motivation of Independent Directors.

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Arvind Sudarsan ¹

Affiliations
1 BITS, Pilani (Management Group), IN

Abstract

Management processes are commonly discussed and analyzed in the context of functional or (product) divisional structures. However, extremely complex matrix or project type organizational forms tiave been evolving, particularly in the service sector The problems posed by these organizational forms are quite different from what might be expected when operating within the framework of more traditional structures. The case of one such organization Technology Administrative Services and Systems 1 (TASS) is detailed in this article

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