Report on training at IIM Indore

Mr. Sanjay S. Wankhede attended Management Capacity Enhancement

Programme 2013 at IIM Indore during Jully 09 to 18, 2013 it was organized by

NPIU, New Delhi.

Interpersonal Effectiveness

Interpersonal effectiveness – Role of the leader

All of us have INTERPERSONAL NEEDS

• Identify the Interpersonal Needs

• What is interpersonal effectiveness (emotional intelligence)

• Significance of interpersonal effectiveness – necessary?

• Understand interpersonal effectiveness, w.r.t

• How you behave toward others

• What you expect from others in their behavior toward you

• Self-awareness – interpersonal profile – FIRO B

• Interpretation and practical aspects of the FIRO B

• Applications

• How does self awareness enable effectiveness?

Interpersonal effectiveness

• Influence, control

• Others

• Rapport

• Communication

• Affiliation

• Conflict

• Resistance

• Interaction

Interpersonal skills / ability

• Ability / Skills to

• Work through social interaction

• Work with other people

• ‘Influence’ others and be ‘influenced’

• ‘Manage’ conflicts

• Communicate

• Emotional Intelligence: Skills that assist an individual to manage emotions at the workplace:

Self discipline and Empathy

• Understand feelings and use them to take decisions

• Empathize

• Persist in the face of setbacks

Interpersonal skills – why?

• Manage positive relationships at the workplace

• Increased identification with peers / co-workers

• Employee/Management Relations

• Team Building

• Leadership Development

• Personal and professional: career development

FIRO-B

• An instrument for emotional intelligence awareness

– Self-Awareness

– Communication

– Building Relationships

– Conflict Management

What it does:

– Aids in understanding one’s behavior and its effect on others

– Increases your awareness of your natural strengths and weaknesses

– Suggests possibilities for adjusting the way you relate to others

Theoretical framework: Human needs

• Individual Motivated by THREE BASIC Interpersonal Needs

– Inclusion: the amount of belonging, attention, and recognition desired in social settings.

– Control: the level of influence, structure, and responsibility desired.

– Affection: the level of rapport, warmth, and support desired.

Theoretical foundation for the FIRO B

• The FIRO-B helps give insight into an individual’s degree of interpersonal understanding on

several levels:

– Inclusion: The willingness to include others or be included.

– Control: The willingness to manage and be managed.

– Affection: The willingness to express and receive affection

– The Flexibility to know when to call these things into play.

Leadership implications

• Effectiveness through compatibility

• Compatible groups work better

• Compatibility through similarity (e.g., both have similar need for affection, either high or low)

• Compatibility through reciprocity (e.g., Person 1 has high expressed control and Person 2 has

high wanted control)

• Team building

• Understand how needs can lead to formation of group culture and contribute to resistance –

e.g., clique formation within a group

Leadership

• Leadership effectiveness by understanding the needs of subordinates

e.g., if someone known to be Social Compliant (high wanted inclusion)

• Conflict management intervention – helps in diagnosis

• Relationship counseling

• Identify sources of conflict and incompatibility

• Personal development through self awareness – identify developmental needs

Leadership implications – Your influence on

Climate

• Strongest need is control

• Concentration of power (centralization)

• Competition between departments and individuals

• Decisiveness and accountability

• Dependence on direction (autonomy)

• Need for affection is weak

• Low responsiveness to personal issues

• Low identification with co-workers – relationships are functional

• Conflict suppression

Managing Change

Need for change

Organizations of 2000s

-Faster

-Quality oriented

--Employee friendly

-- Customer centric

-- Leaner

Need for change

Competition

Uncertainty

New technology

New products

Changing demands of consumers

New competition

Domestic

Global

Planned change

• OD is directed at bringing about planned change to increase and organization’s effectiveness

and the ability to cope with changing conditions

• Organizations go for planned change to,

• solve problems

• learn from experience

• reframe shared perceptions or assumptions

• adapt to external environment changes,

• improve performance

• Theories of planned change

• Lewin’s model

• Action research model, and

• Positive model

Forces for and against

• For

• External

• Present situation

• Top management

• Against

• Inertia

• Unknown

• Personal agenda

• Routine

Driving forces toward acceptance of change

• Dissatisfaction with present situation

• External pressures toward change

• Momentum toward change

• Motivation by management

Restraining forces

• Uncertainty regarding change – the ‘comfort zone‘

• Fear of the unknown

• Disruption of routine

• Loss of benefits – what’s in it for me attitude

• Threat to security

• Threat to power position

• Redistribution of power

• Disturbance of existing social networks

• Conformity to norms and culture

Resistance to change - Issues

• What makes an individual, group or organization believe that change will be beneficial

• What forces interfere with and restrict the implementation of change

• What phases of resistance does the change effort encounter

• What can the change agents do to increase probability of acceptance of change

Resistance to change – life cycle

• Resistance – Any conduct that strives to maintain status quo in the face of pressure to alter

status quo (Zaltman and Duncan, 1977)

•Resistance to change – forms of controversy, hostility, conflict – either covert or overt

• 1: Few people see the need for change and take reform seriously

• Face criticism, ridicule, persecution – forced to conform

• Larger organizations

• 2: Forces for and against change become identifiable – change is discussed – attempts to

understand

• Greater understanding lessens perceived threat

• 3: Direct conflict between forces for and against change – critical phase

• 4: After the decisive phase – resistance needs to be dealt with tactfully – underestimation..

• 5: Resistors often alienated

• Conflict is often subtle and verbal disagreements may be minimal

Resistance to change – Behavioral elements

• Covert vs. Overt

• Covert resistance occurs in the form of concealed and undefined behavior, e.g., lack of

support or enthusiasm for the change effort

• Overt resistance is open in nature and confrontationist

• Conscious vs. Unconscious: Motivation perspective

• Unconscious- resistors are unaware that their behavior undermines change efforts, mainly

due to previously set work routines, ingrained habits or cultural issues

• Conscious – resistors knowingly undermine the change effort, due to self-serving motives etc.

Resistance to change – O’Connor’s model

• The Saboteur- Covert and conscious

• Undermine change but at the same time pretend to support it.

• May verbally support change but do nothing to make it happen or actually indulge in

disruptive behavior

• Likely to be driven by self-serving behavior

• The Survivor – Covert and unconscious

• The types who fail to meet change targets and understand the implications of their behavior

• Such resistance may remain undetected

• The Zombie – Overt and unconscious

• An extreme case of the survivor and is unable to change since s/he is accustomed to behaving

in a particular manner

• Continue to avoid changing till the next reminder

• The Protestor – overt and conscious

• Easy to detect and manage, since they are open about their position and rationale for

resistance

Strategies to lessen resistance

• Education and communication

• Reduces uncertainty and fear of the unknown

• Create a vision

• Participation of members in the change program

• Facilitation and support

• Negotiation and agreement

• Leadership

• Explicit and implicit coercion

• Power strategies

Motivating Change

• Creating Readiness for Change

– Sensitize the organization to pressures for change

– Identify gaps between actual and desired states

– Convey credible positive expectations for change

• Overcoming Resistance to Change

– Provide empathy and support

– Communicate

– Involve members in planning and decision making

Creating a Vision

• Discover and Describe the Organization’s Core Ideology

– What are the core values that inform members what is important in the organization?

– What is the organization’s core purpose or reason for being?

• Construct the Envisioned Future

– What are the bold and valued outcomes?

– What is the desired future state?

Managing the Transition

• Activity Planning

– What’s the “roadmap” for change?

• Commitment Planning

– Who’s support is needed, where do they stand, and how to influence their behavior?

• Management Structures

– What’s the appropriate arrangement of people and power to drive the change?

Sustaining Momentum

• Provide Resources for Change

• Build a Support System for Change Agents

• Develop New Competencies and Skills

• Reinforce New Behaviors

• Stay the Course

Higher Education Institution roles

Educating people

• Increasing the stock of ‘codified’ useful knowledge

• Problem-solving

Providing public space

Educating People

• Training skilled undergraduates, graduates and postdocs

Increasing the stock of ‘codified’ useful knowledge

• Publications

• Patents

Pro Problem-solving to types

• Contract research

• Cooperative research with industry

• Technology licensing

• Faculty consulting

• Providing access to specialized instrumentation and equipment

• Incubation services

Providing public space

• Forming/accessing networks and stimulating social interaction

• Influencing the direction of search processes among users and suppliers of technology

and fundamental researchers

• Meetings and conferences

• Hosting standard-setting forums

• Entrepreneurship centers

• Alumni networks

• Personnel exchanges (internships, faculty exchanges, etc.)

• Visiting committees

• Curriculum development committees

• So the real challenge is to build inter-disciplinary approaches, making entrepreneurship

education accessible to all students,

• creating teams for the development and exploitation of business ideas, mixing students

from economic and

• business studies with students from other faculties and with different backgrounds

• The important role of education in promoting more entrepreneurial attitudes and

behaviors is now widely recognized.

• However, the benefits of entrepreneurship education are not limited to start-ups,

innovative ventures and new jobs. Entrepreneurship refers to an individual’s ability to

turn ideas into action and is therefore a key competence for all, helping young people

to be more creative and self-confident in whatever they undertake.

• Student

• Faculty

• Development

• Course Development

• Entrepreneurship

Students

• Course specific training

• Equip students with a set of entrepreneurial skills that are both applicable in a start up

environment as well in established organizations.

• Develop students’ skill sets in teamwork, leadership, project management and

communication in a multidisciplinary team-based learning environment.

• Raise students’ awareness in looking at engineering as a applied science .

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Companies reporting use of universities as a source of knowledge for innovation by industrial

sector (Innovators only). Source: CBR/IPC Innovation Benchmarking Survey Data

Manage Legal Affairs and Grievance Management

Managing Employee Grievances

� Employee contract entail reciprocal and mutual expectations and obligations of

employees and employers.

� An employee would feel aggrieved if his/her expectations were not fulfilled.

� Employer considers it as indiscipline, hence grievance and indiscipline are considered as

two sides of the same coin.

� Employees have certain expectations of the management in terms of their conditions of

service, working environment, satisfaction of their variety of needs, freedom of

expression, just and fair treatment.

� Failure on the part of the management to meet those expectations leads to what is

called employee grievance.

� Grievances include any discontent and dissatisfaction experienced by an employee.

� A Grievance will generally affect employee performance in the organization.

� The employer of any industrial establishment in which fifty or more workers are

employed shall provide for Grievance Settlement Authority.

� Grievances lead to Job dissatisfaction.

� Complaints affecting one or more individual workers in respect of their wage payments,

overtime, leave, transfer, promotion, seniority, work assignment and discharge would

constitute grievance.

Taken one example of Tata Iron and Steel Company Grievance Procedure

Leveraging IT for Organizational Performance

• Adding to executives’ diffidence, corporate IT projects have often delivered

underwhelming results or been outright failures.

• Catastrophes – such as the one at American pharmaceutical distributor FoxMeyer Drug,

which went into Chapter 11 and was sold in 1997 when a $100 million IT project failed –

may be less frequent today than in the past, but frustration, delay, and disappointment

are all too common.

• In 2005, when IT consultancy CSC and the Financial Executives Research Foundation

conducted a survey of 782 American executives responsible for IT, 50% of the

respondents admitted that – aligning business and IT strategy - was a major problem.

The researchers found that 51% of large-scale IT efforts finished later than expected and

ran over budget.

• Only 10% of companies believed they were getting high returns from IT investments;

47% felt that returns were low, negative, or unknown.

• His main point is that failure to understand or appreciate technology is unacceptable.

• Executives need to stop looking at IT projects as technology installations and start

looking at them as periods of organizational change that they have a responsibility to

manage.

• ….. and

• But managers who distance themselves from IT abdicate a critical responsibility

….. and

• Executives usually operate without a comprehensive model of what IT does for

companies, how it can affect organizations, and what managers must do to ensure that

IT initiatives succeed.

CCR Model

• Capability

• Complementary

• Responsibility

• What type of FIT, NIT and EIT is required

• How do you plan for it?

• What are the constraints

• How to get best deal?

• Develop, Buy or??

• Issues of implementation?

• How to select?

• How to Adopt and Exploitation?

• How do you decide specification of EIT?

• How to manage the system?

• How to get success out of it.

Enterprise IT has the following primary capabilities

• Redesigning business processes. Because CVS employees couldn’t fill prescriptions until

they had completed the two checks in the new sequence, the revamped fulfillment

process wasn’t just a good idea in theory—CVS employees had to execute the process in

that particular sequence. EIT gives managers confidence that employees will execute

processes correctly.

• Standardizing work flows. Once companies identify a complementary business process,

they can implement it widely and reliably along with the EIT. CVS rolled out its new

process in 4,000 outlets across the United States in less than a year.

• Monitoring activities and events efficiently. EITs can allow managers to get an accurate

and up-to-date picture of what’s happening throughout the enterprise, often in

something close to real time. CVS’s software lets executives know how many

prescriptions are filled every day in each location, how long it takes to fill each

prescription, and what kinds of fulfillment problems employees had to tackle.

• Across the three IT categories, executives have three tasks

• IT Selection

• IT Adoption

• IT Exploitation

IT selection

• The discussion centres on the importance of clearly understanding the business

requirement first, and then the technology requirement will be clearer.

– Once the company’s business needs are clear, the technologies it requires will

come into focus

IT adoption

• The biggest mistake business leaders make is to underestimate resistance when they

impose changes in the ways people work.

IT exploitation

• A business leader’s third IT-related responsibility is to extract the maximum benefit from

technologies once they are in place

• It’s all good stuff, and forms the basis of a model to have an intelligent conversation

with the IT groups.

• A business leader’s third IT-related responsibility is to extract the maximum benefit from

technologies once they are in place

• It’s all good stuff, and forms the basis of a model to have an intelligent conversation

with the IT groups.

Innovation

Innovation Defined

� Involves thinking differently, creatively and insightfully

� Enables solutions/ inventions that have an impact on social and economic value

� Fulfills unmet needs, not met by conventional products/processes/ institutional forms

� Moving beyond R&D to mean new applications of old technologies, new processes &

structures, organizational creativity & more…

Innovations

� People, Culture, Diversity, Ecosystem & Opportunities drive Innovations

� Innovations are required to develop new Products, Services, Markets, reduce Costs,

improve Efficiency, Productivity, Performance, Quality, etc

� Innovations are the key to Growth, Prosperity & Problem solving world over

Last 50 Years of Innovations

� In the last 50 years Innovations have played a significant role in improving:

Health, Education, Transport, Communication,

Infrastructure, Energy, Governance, Wealth..

� At the same time there are serious global challenges related to:

Poverty, Hunger, Environment, Violence, War, Security, etc.

Innovations in India

� Indian diversity has been a fertile ground for Innovations

� India has a Long & Rich History & Heritage:

• Invention of Zero and Decimal system,

• Home to one of the three ancient civilizations (Indus Valley Civilization)

• Place of origin of Hinduism, Buddhism and Jainism

• Pioneering Universities like Nalanda and Takshshila,

• Architectural and Engineering Marvels such the Iron Pillar in Delhi

• Temples, Taj Mahal, Qutab Minar, works such as Arthshastra, Rigveda,

Upanishads

• Traditional Knowledge Systems in Medicine, Mathematics, Astronomy, Dance,

Music, etc…

� After independence in 1947 Indian innovations have facilitated Agriculture Revolution,

Milk Revolution, Telecom growth, ICT Export, Space exploration, Atomic Energy,

Defense, Pharma, Biotech, etc.

� Indian Government has invested a great deal in building institutions & Infrastructures to

facilitate innovations.

� Simultaneously appropriate policies & programmes have been introduced to help foster

innovations

Current Efforts

� Many players on Multiple fronts:

� National Innovation Foundation

� Honey Bee Network

� Society for Research and Initiatives for Sustainable Technologies and Institutions

(SRISTI)

� Council for Scientific & Industrial Research

� Tata Institute of Fundamental Research

� Education Institutions like IISc, IITs, IIMs, etc

� Technology and Business Incubators

� New Millennium Indian Technology Leadership Initiative

� Department of Science and Technology (DST) and more ….

� Techno Entrepreneurs Promotion Program

� Technology Development Board (TDB)

� Home Grown Technology Program (HGT)

� AYUSH: Ayurveda Yoga Naturopathy Unani Siddha and Homeopathy

� GIAN: Grassroots Innovation Augmentation Network

� FRLHT: Foundation for Revitalization of Local Health Traditions

� TERI: The Energy and Research Institute

� CII,FICCI, AIMA and others

And many more at national & state levels in Government & private sector

Some Challenges

� The researchers in R&D per million people in 2006:

India (119), China (715), South Korea (3723), US (4628)

and Japan (5300)

� R&D expenditure - 0.8 per cent of GDP

� Education , skill & infrastructure need new investments

� Need more productivity from the existing institutions

� Linkages between academia, research and industry need to be Strengthened

� Innovations in Design need to be expedited:

India’s output in new designs 39 vs. 53,000 in China in 2002

Challenges: Science & Technology

� India Ranked 119 of 149 countries in the 2004 Science Citation Index

� India produces only 6,000 PhDs a year in science and 1,000 in engineering

� Less than 20 % of public support for R&D is for civilian applications

� Indian Institute of Technology was granted 3-6 patents a year compared with 64 for the

Stanford and 102 for the Massachusetts Institute of Technology (McKinsey)

� According to WIPO statistics (2009) India was granted 7,539 patents while the

equivalent number for Japan was 1,64,954, the US was 1,57,283, the Republic of Korea

was 1,23,705, and China was 67,948

� In 2006, India had 119 researchers in R&D per million people, while China had 715,

South Korea had 3723, US had 4628 and Japan had 5300

Project Management: IIM Indore Experience

Outline

• Legacy

• Architect/Contractor Selection

• Planning Fumbles

• Purchase

• Litigations

• Results

• My Learning

Legacy

• IIM Indore

– TB Hospital

– Project Management

• Office?

– Paper/Blueprints status?

Architect/Contractor Selection

Planning Fumbles

• Swimming pool

• ER 2

Purchase

• “We have achieved JIT”

• Mattresses Purchase

• My Own Learning?

• No major project ever completes on time, within budget, with the same staff that

started it, and the project does not do what it is supposed to do.

• It is highly unlikely that yours will be the first.

• Everyone else understands the project purpose statement you wrote differently.

• If you explain the purpose so clearly that no one could possibly misunderstand,

someone will.

• If you do something that you are sure will meet everyone’s approval, someone

will not like it.

Immutable Laws of Project Management

Traditional Way

Traditional Way – A

ID Task Name Duration Predecessors

1 Activity 1 5

2 Activity 2 45 1

3 Activity 3 25

4 Activity 4 30 3

5 Activity 5 60

6 Activity 6 5 5

7 Activity End 0 2, 4, 6

ID Task Name Duration Predecessors Resource Name

1 Activity 1 5 A

2 Activity 2 45 1 B

3 Activity 3 25 A

4 Activity 4 30 3 B

5 Activity 5 60 A

6 Activity 6 5 5 B

7 Activity End 0 2, 4, 6

Why Problem Will Gain Occur

• People plan & execute the project – not computer programs

• Unintended consequences

– Estimating project duration

• Student Syndrome

• Parkinson’s Law

“Work expands to fit the allotted time”

• Multi – Tasking

CONDUCT RULES

Central Civil Service (Conduct) Rules

• AIS (Conduct) Rules

• Railways

• Important for Educational Institutions.

GENERALLY INCLUDE

Family Members

• Husband/ Wife

• Wholly dependent son/daughter/ step children Wholly dependent relations (by blood

on marriage)

IMPORTANT PROVISIONS

• To maintain absolute integrity and devotion to duty.

• To do nothing that is unbecoming of a Govt. Servant.

• To act in best judgment.

• If under orders – written.

• To act in a courteous manner during the performance of official duties.

• To observe Govt. policies on social issues.

• Not to be under the influence of an intoxicating drink or drug while on duty, refrain

from its consumption in public places, not to appear in public in a stage of intoxication

and not to use these in excess.

• Not to become a member of any political part/ take part in or and /assist any political

movement.

• Not to join an Association whose activities or objectives are prejudicial to the

interest of sovereignty and integrity of India or public order or morality?

• Not to own or conduct or participate in the editing or management newspaper,

electronic media etc – except with the previous sanction or in bonafide discharge of

duties.

• Not to indulge in adverse criticism of any policy or action of the Govt.

• Not to indulge in criticism that may embarrass the relationship between Centre-State

or with a foreign State.

GIFTS

• Not to accept/ permit family members to accept Gift on his behalf.

• If in conformity with prevailing religious and social conformities, report to the Govt. if

amount exceeds certain limits.

• In other cases, previous sanction necessary.

DOWRY

• Not to demand, give or take or abet giving or taking of dowry.

PRIVATE TRADE OR EMPLOYMENT

• Not to engage directly or indirectly in trade or business.

• Not to canvass for a business or agency.

• To inform Govt. if a family member is involved in business or trade or managing some

agency.

• To seek previous sanction if any official relations.

SEXUAL HARASSMENT OF WORKING WOMEN

• Not to indulge in act of sexual harassment of any women at work place and to take all

possible steps to prevent it.

• Vishakha guidelines.

• Recent legislation.

EMPLOYMENT OF NEAR RELATIVES

• Not to use position or influence to secure employment for a family member in any

company or firm.

• Not to permit, except previous sanction of the Govt., a family member to accept

employment in any company or firm with which he has official dealings (provisional

acceptance).

• To intimate Govt. of acceptance of an employment in any company or firm at the

earliest.

RELATED TO PROPERTY

• To declare assets on firm appointment and to file APR each year.

• Not to acquire or dispose-off any immovable property by any means without previous

knowledge.

• Previous sanction if the transaction is with a person having official language.

• Transactions in movable property exceeding certain value to be reported within one

month.

INVESTMENT LENDING & BORROWING

• Not to speculate in Stocks, Shares, etc.

• Not to allow family members to make investments that may embarrass or influence

him.

• Not to lend money to any person on interest.

HOW ENFORCED?

• Department proceedings.

• Criminal liability.

ARE CONDUCT RULES VIOLATIVE OF

FUNDAMENTAL RIGHTS?

MANAGEMENT OF

DISCIPLINARY PROCEEDIN

• Article 311 (proper inquiry)

• Quasi-judicial proceedings (Article 21)

- Principles of natural justice.

- Level of proof.

• Enables fair assessment of the guilt of the employee.

• Scenario in the academic world.

PENALITIES

• MINOR

- Censure

- Withholding of promotion.

- Recovery of pecuniary loss.

- Reduction to a lower stage (not affecting pension).

- Withholding of increments

• MAJOR

- Reduction to a lower stage/ time-scale/ post.

- Compulsory Retirement.

- Removal.

- Dismissal.

Only prescribed penalties can be imposed.

PROCEDURE

• Preliminary/ Fact Finding Inquiry - Important but not mandatory.

• Inquiry must if leading to major penalty. Minor penalty can also not be imposed

arbitrarily.

• Formal charge sheet to be served.

- Article of Charges

- Statement of misimputation or misconduct.

- List of documents.

- List of witnesses.

• Reply of the Charged Officer to be considered.

• If few charges are accepted, inquiry to be held in respect of remaining charges.

• If denied – inquiry must.

• Appointment of Inquiry Officer by the Disciplinary Authority.

• Appointment of Presenting Officer by the Disciplinary Authority.

• Preliminary hearing

- Inspection and furnishing of listed and additional documents.

- Appointment of Defense Assistant (legal practitioner?)

- Defense Witnesses.

• Daily Order Sheet – to be drawn properly.

• Evidence of prosecution.

• Evidence of defense.

• Exhibiting of documents.

• Examination in-chief, cross and re-examination.

• Arguments or written brief by the Presenting Officer with a copy to Defense Assistant.

• Reply brief of the Defense Assistant.

• Inquiry Report with findings on each Article of Charge.

• Disciplinary Authority can disagree (reasons to be recorded).

• Copy of the Inquiry Report to the delinquent.

• Final order.

• Appeal (Appellate Authority).

• Revision.

IMPORTANT

• Allegation of bias against the Inquiry Officer.

• Proceedings must be reduced in writing.

• Daily Order Sheets – to be drawn and signed by all.

• Past record has no bearing.

• Preliminary inquiry report not to be relied upon.

• Ex-parte proceedings – procedure to be observed.

• Speaking orders at every stage.

• Enquiry report to be a balanced document.

• Not to suggest penalties.

• Delaying tactics to be handled judiciously.