Contemporary Management: Conflicting Values, Advice to Sudhir Gupta, Suitable Organizational Structure for Parivar
Added on 2023-06-05
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Running Head: CONTEMPORARY MANAGEMENT
1
Contemporary Management
Student’s Name
University Affiliation
1
Contemporary Management
Student’s Name
University Affiliation
CONTEMPORARY MANAGEMENT 2
Conflicting Values from the Case
A strong culture can be too strong. People will not withstand anything which is far much
more or less than they can manage. This is evident in Parivar where employees leave the
company within a short period of their stay. Parivar through its profitability and reputation has
been lifted to a Second-grade company but as it grew, it has been faced with the challenge of
losing its employees at a high rate than its recruiting rate. The company, therefore, is considering
to adopt People Support program with-an aim to minimize employee turnover, meet employees
need and cater for Their well-being in the firm (Abdulkadiroğlu, Che, & Yasuda, 2011).
Employees had been moving out of the organization for unknown reasons but upon
interviewing Amal, one among the leaving employees, he claimed to have been alienated from
associating and interacting with top executives (Abdulkadiroğlu, Che, & Yasuda, 2011). Also,
there was a poor relationship between Amal and his director. Indira Pandit has not made up her
minds on whether to endorse the Peoples Support program or not. She is wondering how the
Parivar family-like culture will be implemented (Dickie etal.,2014). She seems scared of Sudhir
and she is worried about what to tell him in the next meeting.
Advice to Sudhir Gupta to Resolve the Values Conflict
Sudhir should consider the benefits and threats of implementing the program as well as
those of rejecting it. Implementing People Support does not guarantee employee retention,
productivity or satisfaction. Other benefits such as pay increase, recognition and other forms of
motivation have to be adopted to boost the program. Not implementing the plan will also have its
effects too. First, non-implementation will Save on cost-and will neither affect the company
profitability, employee productivity nor employee retention. Consequently, the level of employee
Conflicting Values from the Case
A strong culture can be too strong. People will not withstand anything which is far much
more or less than they can manage. This is evident in Parivar where employees leave the
company within a short period of their stay. Parivar through its profitability and reputation has
been lifted to a Second-grade company but as it grew, it has been faced with the challenge of
losing its employees at a high rate than its recruiting rate. The company, therefore, is considering
to adopt People Support program with-an aim to minimize employee turnover, meet employees
need and cater for Their well-being in the firm (Abdulkadiroğlu, Che, & Yasuda, 2011).
Employees had been moving out of the organization for unknown reasons but upon
interviewing Amal, one among the leaving employees, he claimed to have been alienated from
associating and interacting with top executives (Abdulkadiroğlu, Che, & Yasuda, 2011). Also,
there was a poor relationship between Amal and his director. Indira Pandit has not made up her
minds on whether to endorse the Peoples Support program or not. She is wondering how the
Parivar family-like culture will be implemented (Dickie etal.,2014). She seems scared of Sudhir
and she is worried about what to tell him in the next meeting.
Advice to Sudhir Gupta to Resolve the Values Conflict
Sudhir should consider the benefits and threats of implementing the program as well as
those of rejecting it. Implementing People Support does not guarantee employee retention,
productivity or satisfaction. Other benefits such as pay increase, recognition and other forms of
motivation have to be adopted to boost the program. Not implementing the plan will also have its
effects too. First, non-implementation will Save on cost-and will neither affect the company
profitability, employee productivity nor employee retention. Consequently, the level of employee
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