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    Managers - We Are Katti With You - Darpan

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    Darpan Choudhary
    The document discusses the organizational transformation of Precision Parts Limited over time. Initially, the company adopted stakeholder theory and had fair policies that addressed workers' concerns. However, after 20 years of focusing on staying competitive, the company shifted its vision to prioritize shareholders over workers. This caused conflicts as workers wanted higher pay while the company aimed to reduce costs. Regular negotiations were unable to resolve the growing divide. The document also examines factors like the economy, technology, and power balances that shape employee relationships and work rules. Precision Parts Limited failed to properly manage these relationships, upsetting workers with new rules and threatening job security. As a result, productivity declined as workers did the minimum required. Finally, the document outlines three approaches to handling organizational

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    Managers - We Are Katti With You - Darpan

    Uploaded by

    Darpan Choudhary
    90 views2 pages
    The document discusses the organizational transformation of Precision Parts Limited over time. Initially, the company adopted stakeholder theory and had fair policies that addressed workers' concerns. However, after 20 years of focusing on staying competitive, the company shifted its vision to prioritize shareholders over workers. This caused conflicts as workers wanted higher pay while the company aimed to reduce costs. Regular negotiations were unable to resolve the growing divide. The document also examines factors like the economy, technology, and power balances that shape employee relationships and work rules. Precision Parts Limited failed to properly manage these relationships, upsetting workers with new rules and threatening job security. As a result, productivity declined as workers did the minimum required. Finally, the document outlines three approaches to handling organizational

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    Managers _ We are Katti with you_Darpan

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    The document discusses the organizational transformation of Precision Parts Limited over time. Initially, the company adopted stakeholder theory and had fair policies that addressed workers' concerns. However, after 20 years of focusing on staying competitive, the company shifted its vision to prioritize shareholders over workers. This caused conflicts as workers wanted higher pay while the company aimed to reduce costs. Regular negotiations were unable to resolve the growing divide. The document also examines factors like the economy, technology, and power balances that shape employee relationships and work rules. Precision Parts Limited failed to properly manage these relationships, upsetting workers with new rules and threatening job security. As a result, productivity declined as workers did the minimum required. Finally, the document outlines three approaches to handling organizational

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    90 views2 pages

    Managers - We Are Katti With You - Darpan

    Uploaded by

    Darpan Choudhary
    The document discusses the organizational transformation of Precision Parts Limited over time. Initially, the company adopted stakeholder theory and had fair policies that addressed workers' concerns. However, after 20 years of focusing on staying competitive, the company shifted its vision to prioritize shareholders over workers. This caused conflicts as workers wanted higher pay while the company aimed to reduce costs. Regular negotiations were unable to resolve the growing divide. The document also examines factors like the economy, technology, and power balances that shape employee relationships and work rules. Precision Parts Limited failed to properly manage these relationships, upsetting workers with new rules and threatening job security. As a result, productivity declined as workers did the minimum required. Finally, the document outlines three approaches to handling organizational

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

    Name: Darpan Choudhary

    Roll no. PGPGC202100112


    Section: B
    Managers : We are Katti with you
    Following are my three key learnings from the case study discussion in class.
    Organisational transformation
    The company was able to achieve an employee-employer equilibrium state in its functioning
    during the initial years. The policy adopted during the time was the stakeholder theory of
    organizational management detailed by Edward Freeman, which states that all constituents of a
    business, i.e., Government, society, and the company itself, are equally important, and the
    decisions should look for the best for all these stakeholders. Their vision was evident in
    Precision Parts Limited's HR policies, wherein they instituted the worker's union fairly early,
    met with union leaders twice a year to address concerns, and monthly with the HR manager.
    The shift started after 20 years when the company turned to a low-cost and high-quality model.
    Inherently, they wanted to stay competitive in the face of global exposure brought on by the end
    of license raj. Thus economic factors were also responsible for the shift in the company's vision,
    which started focusing on the shareholders. There was a conflict of interest arising since workers
    want to raise their pay scale and at the same time the company wants to reduce the bottom line
    resulting in higher profits for the shareholders. The conflict was supposed to be resolved
    through regular negotiations between the top management and the union. Still, the optics of the
    deals offered by the company were not appealing for the workers, ultimately leading to a
    massive divide within the organization.
    Employee-Relationship Management
    Between the three players, company, unions, and state, the factors in play are:
    ● Economy
    ● Technology
    ● Power Balance
    ● Ideology
    The interaction of these forces and players results in the formation of work rules. This process is
    called employee relationship management. The activity involves maintaining the relationship to
    foster a productive and fair environment. PPL was not able to maintain the relationship and
    introduced work changes that were not pleasing for the workers. The workers were as they
    speculated from the departure of several people from the company and the changing rules that
    their job security might be hanging by a thread. The situation ended up being escalated beyond
    the point of return and eventually the mutual trust was lost. The productivity also plummeted as
    workers vouched to only do the bare minimum.
    Tackling conflicts
    There are primarily three ways to combat conflicts in the organisation
    ● Unitary
    ● Pluralism
    ● Radical
    Without delving deep into the concepts, these three forms of conflict combating approach can be
    seen in various firms. Unitary method is concerned with suppressing any voices that raise
    concern and essentially follows the rule to not let the conflict arise. Pluralism follows the idea
    that conflicts are important for growth and all opinions are welcomed. Finally, Radical deals
    with the proposition that the power is vested within the workers. Rules of the organisation are
    created by the workers and follow the marxist ideology.

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