“Managing the Organisation - A Case Study on Infosys

This is a report on managing an organization, specifically Infosys Company Limited in Ireland. The report discusses the strategic management practices at Infosys and includes concepts of strategic planning and maintaining the organizational structure. The roles of the manager are critical to the success of the business and meeting international business requirements effectively. The report applies various theories and frameworks associated with effective leadership, motivation, communication, and negotiation to focus on maintaining control and quality throughout Infosys. The company overview section provides information on Infosys' operations, market capitalization, credit rating, operating income, and revenue. The report also includes sections on the role of the manager within an international context, leadership, motivation, communication, negotiations, quality and control, and a conclusion. Is there anything specific you would like to know more about?

Running head: MANAGING THE ORGANISATION
Managing the organisation
Name of student
Name of University
Author note

1MANAGING THE ORGANISATION
Table of Contents
1.0 Introduction..........................................................................................................................3
Company overview.................................................................................................................3
2.0 Role of manager within an international context.................................................................3
2.1 Planning............................................................................................................................4
2.2 Organising........................................................................................................................4
2.3 Directing...........................................................................................................................5
2.4 Controlling........................................................................................................................5
3. Leadership, motivation, communication and negotiations....................................................6
3.1 Leadership........................................................................................................................6
3.2 Motivation........................................................................................................................6
3.3 Communication................................................................................................................7
3.4 Negotiations......................................................................................................................7
4. Quality and control.................................................................................................................7
5. Conclusion..............................................................................................................................8
References..................................................................................................................................8

2MANAGING THE ORGANISATION
1.0 Introduction
The report is prepared to discuss about the strategic management practices at the
chosen business organisation named Infosys Company Limited in Ireland. The assignment
will also include the various concepts of strategic planning and also maintaining the
organisational structure. The roles of manager of the organisation are critical to the success of
the business and it can also allow for meeting the international business requirements
effectively. There will be application of various theories and frameworks associated with the
implementation of effective leadership, motivation and even management of communications
and negotiations for focusing on the maintenance of control and quality all throughout
Infosys Company Limited. With the help of these various strategic management approaches,
it can assist the company to derive positive changes and bring out the best potential of the
workforce, furthermore ensure continuous improvement and scopes for higher revenue
generation and improved scopes of attaining competitive advantage in business as well (Stone
and Stone 2013).
Company overview
Infosys Company Limited is one of the most reputed and established business
organisations in Ireland and has its operations that focuses on the delivery of outsourcing and
information technology services. It is a large public company and has been known for its
huge market capitalisation and credit rating ‘A’. The operating income is US$2.66 billion and
revenue generated is US$11.31 billion. The company is specialised in the development of
software systems, maintenance and services associated with the validation delivered to the
businesses considering the financial aspects insurance, manufacturing, production and other
domains (Bell and Harrison 2018). The most popular product or service is Finacle and is
considered as an effective banking solution that has been used across the retail and corporate

3MANAGING THE ORGANISATION
banking sectors. The other major products and services include Panaya Cloud Suite, Skava,
Infosys Information platform or IIP, which is an analytics platform and other global
management consulting services too.
2.0 Role of manager within an international context
One of the most influential roles of manager in the international context is to manage
the human resources effectively and ensure management of global business through cultural
awareness and gaining ability to respond to the dynamic global environment easily. The
managers are assigned with the roles of managing the human resources properly and at the
same time, determine the feasibility of strategic plans and procedures required to sustain in
the competitive global marketplace with ease and efficiency. The managers also establish
policies and procedures required to maintain a safe and productive workforce while keeping
the employees within the international settings encouraged and motivated to perform
collaboratively and as an unit (Farrell and Morris 2013 Chapter 3). The mangers must also
promote effective communication between staffs, irrespective of whether staying in the same
location or different location along with implementation of management strategies and
practices to ensure properly managing the financial resources, human resources and
responding to the market demands and expectations that change from time to time (Wellin
2016).

4MANAGING THE ORGANISATION
2.1 Planning
The planning procedures of the manager involve various practices of management
required to ensure successful human resource management and management of financial
resources too for responding to the changing market demands and successful business
functioning as well. The management practices are critical to the success of any business and
thus managing organisation’s human resources, financial aspects and other things is essential
for meeting up with the changing market demands and preferences, furthermore ensure
accomplishment of business goals and objectives with ease and efficiency (Dent and
Whitehead 2013). One of the most effective management practices is the human resource
management practice that enables proper recruitment and selection processes along with the
appraisal of performances to form an effective workforce. The company has managed
training and developmental sessions too for coping up with the changes in both the internal
and external environment with ease and efficiency. The world economy has been under tight
conditions of Global Financial Meltdown, which created conflicts among the constituents and
even affected the economy of the world (Shields et al. 2015). The financial crisis further

5MANAGING THE ORGANISATION
worsened the situation with many companies facing issues, which made them deduct wages,
retrenchment and other financial issues too such as falling GDP. Thus, the clients have
benefited as well due to the higher production level of workforce along with better link
between the individual efforts and business objectives, commitment of the employees and
reduced rate of turnover of employees too (Malmelin and Virta 2016 Chapter 5).
2.2 Organising
The common and standard practices and policies are not sustainable considering a
business’ operations in multiple foreign nations. The manager within the international context
must organise the business functions and processes for adapting to the local needs and
preferences of the foreign nations. This should be beneficial for Infosys Limited to develop a
command hierarchy to engage people altogether while operating in the foreign countries,
furthermore align with the business laws, rules and regulations along with the organisational
policies and procedures in that country (Basu 2014 Chapter 1). The local customs and
business procedures should be assessed by the manager of the organisation to ensure
successful organising and make sure not to complicate the management hierarchy structure.
The managers also handle the roles and responsibilities of developing a robust protocol used
for the purpose of communication management among individuals, furthermore ensure
overcoming the issues associated with the international business management The employees
should feel free as well to address the grievances, ideas, opinions and suggestions so that the
managers could provide relevant help and support to that and make sure to organise the staff
management policies and at the same time, set clear direction and objectives to be achieved
by the organisation (Poulis, Poulis and Plakoyiannaki 2013).
The staffing process involving the expatriates and even finding out whether to hire the
local employees while operating globally or to send the own staffs in the foreign country.

6MANAGING THE ORGANISATION
This should though be done with the consideration of international policies, laws and rules
and even make the employees of Infosys Limited aware of the labour laws, rules and
regulations. To manage the international staffing process, Infosys managers must consider the
recruitment and selection processes along with the technical skills and abilities that are
possessed by them to adapt a new culture and working environment while performing in the
global business arena (Wiewiora et al. 2013).
The organising by manager should be done in such a manner, so that a new product is
introduced to the foreign market with the help of finding the appropriate way to export that
specific product. It must be ensured that the host country laws, rules, regulations, trade
restrictions must be considered to prevent cost disadvantage while the centralised decision
making process for Infosys could be effective for adopting new management practices and
sustain in the competitive business environment (Noe et al. 2017).
2.3 Directing
The directing can be daunting task for the manager of Infosys Limited in case
multiple nations work together and there is diverse range of people working altogether
belonging from different backgrounds, culture, ethnicity and religion. In such cases, not only
cultural differences are the issues but also there could be language barriers, which might
create complexities while working in coordination (Reiche et al. 2016). The managers must
be able to influence the employees and make them adapt to the new culture and working
environment of the foreign nation, furthermore ensure cross business and trade activities
effectively. The managers should also hold the responsibility of managing a number of
people belonging from diverse backgrounds and make them work together. The human
resource manager, on the other hand, should encourage cultural diversity within the
workplace and conduct meetings with the employees by informing them about the diver

7MANAGING THE ORGANISATION
cultural needs and how to adapt to those for meeting the needs and preferences of local
people with convenience (Parker, Holesgrove and Pathak 2015 Chapter 5). During the
directing, the manager of Infosys could use the participative leadership style to facilitate the
informal or formal relations with the employees based on the foreign country where the
business should be operating.
2.4 Controlling
There are certain problems that can affect the directing and few of the same issues
also affect the controlling process. The controlling process is managed with the involvement
of the manager to conduct meetings between the employees and manage share and exchange
of information furthermore regularly. The reporting and inspections are done, which are
considered as essential controlling aspects, which might be affected due to the cultural
differences (Swami 2013). These cultural differences and language barriers are also
responsible for creating a negative impact on the controlling aspects and thus the manager of
Infosys Limited should be cautious of responding to complex situations and facilitate the
process of controlling with accuracy. Other factors that could contribute to complexities in
the controlling function are geographic location and dispersion, legal restrictions and barriers
along with language differences that can affect the controlling process. There are certain laws
and rules associated with the legal mandate of bonus, pensions, holidays and vacations, which
might not be same for Infosys Limited as in the home country (Peter and Jarratt 2015). The
Unions could also act as barriers that might restrict the freedom and action undertaken by the
managers while managing business operations and processes.
3. Leadership, motivation, communication and negotiations
Leadership, motivation, communication and negotiations, all of these, are vital aspects
involving the manager of the organisation named Infosys Limited to remain competitive and

8MANAGING THE ORGANISATION
survive in the international marketplace. The global business management differs a lot from
business managed locally, and thus proper leadership styles should be followed to suit the
needs of the workplace at the host country and at the same time, keep he staffs motivated and
encouraged to perform to their potential (Marsden 2017).
3.1 Leadership
Infosys Company Limited has transformed over the course of actions and with the
involvement of a leader who has the ability to accelerate the business functions and
processes. The leadership aspects would be necessary for ensuring that the company could
adapt to the competitive landscape in the future with ease and effectiveness. The company
has sustained into the future with the management of values proposed by the leader and by
committing to the different kinds of stakeholders in business effectively too. The company
strives to gain the respect of stakeholders and thus leadership is critical to the success of the
business and it has also created a moral authority and power to lead (Calvasina, Calvasina
and Calvasina 2014). The leaders of Infosys Company Ltd. have promoted C-LIFE values
such as commitment to the customers by fulfilling their expectations and demands, leadership
by example through setting of standards, maintenance of integrity and transparency along
with fairness in terms of business functions to gain the trust and respect of stakeholders and
support the team members to improve themselves for sustaining in the competitive business
environment.
According to Defraeye and Van Nieuwenhuyse (2016), the trait leadership theory
could be implemented to analyse the mental, physical and social traits possessed by the leader
to manage business responsibly with the controlling of employees together and through
effective communication managed between them. The Contingency theory, on the other hand,
could be justified as well for Infosys’ workstation considering the fact that leader should

9MANAGING THE ORGANISATION
express his feelings and support the employees if the subordinates remain responsive and
attentive (Defraeye and Van Nieuwenhuyse 2016).
3.2 Motivation
Motivation is a very essential factor that contributes to the betterment of employee
performance within the workplace and at the same time, encourages them to accomplish their
tasks properly. The manager or leader of Infosys must be aware of keeping the employees,
which could be done through management of reward systems and also by providing them
with monetary and non-monetary benefits for their performances and commitment towards
the organisation. The Maslow’s hierarchy of needs theory is applied here to assess the
physiological needs, safety needs, love and belonging, esteem and self-actualisation needs at
different levels. To survive, human beings need food and water and that could be the case
when a person needs to perform within the workplace, in return, get paid with a good amount
of wages, Safety needs include job security and health while the need for managing
relationships with friends and families along with a sense of positivity achieved through
gaining a higher position within the organisation. The needs are thus assessed to remain safe,
secure and healthy, which can be possible through motivation and encouragement by the
leader of the organisation. At times, leaders or managers of the organisation may struggle to
manage self-actualisation and instead focuses on the lower level needs present in the pyramid
(Bolman and Deal 2017 Part 6). The employees should be responsible and understand the job
roles and responsibilities and even the people they would be communicating with in the host
nation. The value of individual roles should make the employees of Infosys Company
Limited feel more motivated and encouraged to perform to their potential (Hackman and
Johnson 2013). The leader must apply this theory to support them not only in the professional
area but also in other aspects of their lives along with other benefits such as flexible working
conditions and hours and additional incentives, bonuses, etc. This could make them gain

10MANAGING THE ORGANISATION
financial stability and at the same time, remain encouraged to perform better at Infosys
Company Limited (Infosys.com 2019).
3.3 Communication
The Uses and Gratification theory can be suitable for the management of
communication process and the leader must be sure about making various media platforms
and other working conditions available for facilitating the process of communication and
ensure managing communication properly. The communication is managed not only between
the manager and employees, but also among the business and its customers, required to assess
their needs and preferences. The Infosys Communications, Media and Entertainment
procedure allowed for capitalisation of workforce with the management of better customers’
services and through optimisation of services. The Infosys workforce management solutions
are integrated with various tools to report performance of the workforce and monitor the
communication. Based on the organisational perspective, the leaders of Infosys must interact
with the employees frequently to make sure that the cultural differences are overcome and the
requirements of customers are forecasted, furthermore assisting in optimised business
planning and enhanced organisational productivity too (Shields et al. 2015). The leader of
Infosys have used emails to interact with the employees while the social networks also could
serve as effective platforms to manage communication between employees within the
workplace (Infosys.com 2019).
3.4 Negotiations
With the organisational context, the negotiations occur between employees and even
sometimes over the internet, which allows for development of problem solving approaches
and make a joint decision finally. As stated by Poulis, Poulis and Plakoyiannaki (2013), it
could be based on the game theory that focuses on the strategic communication between the

11MANAGING THE ORGANISATION
individuals involved in the process of decision making. This kind of theory influences social,
logical and computer sciences to facilitate the behavioural relations and improves the
decision making ability of the individuals who are negotiating among themselves about a
certain matter (Poulis, Poulis and Plakoyiannaki 2013). The leaders could make negotiations
with employees regarding increase in wages, a higher position offered or even changing
wages structure. In such cases, once both of the leader or manager and the employees agree to
the context, the negotiations tend to be successful, which could benefit both the business, its
employees as well as the clients of Infosys Company Ltd.
4. Quality and control
Quality is critical to the success of any business and thus proper control over the
business functions and processes is important as well, which is the responsibility of the
manager or leader of Infosys Company Ltd. The controlling aspect includes planning,
organising, staffing, leading, which means that the leader must be cautious about creating
strategic plans, recruit the right candidates within the workplace, manage them well through
motivation and encouragement and finally leading them though their leadership style. At
Infosys, the manager could follow the democratic leadership style, which could prevent
excessive control over the employees and a good relationship should be formed, which might
allow the employees to share their individual views and opinions. With the approval of the
employees’ responses and opinions, the manager or leader could also make a decision finally
considering the employees’ opinions and making them feel valued for the organisation too
(Wiewiora et al. 2013). The management of quality is possible. Infosys, being a leader in the
IT systems and solutions, has revolutionised the assurance of quality though automated
systems and by using Artificial Intelligence or AI systems. This has helped in enhancement
of learning aspects for the employees while performing their tasks and at the same time,

12MANAGING THE ORGANISATION
delivered greater and effective solution to analyse the critical paths on which the testing for
accuracy could be done (Noe et al. 2017). Thus, the quality standards have been maintained
at Infosys, which could allow the company to remain connected with the strategic partners
and ensure value creation and enhancement for the clients (Infosys.com 2019).
5. Conclusion
During the time of crisis situation, Infosys focused on the development of capabilities
of human resources and increase the production level, which has been possible with the help
of talent management practices through integration of new talents, developing them and even
retaining the existing talents, furthermore create a strengthened workforce. The management
of organisations involved managing the human resources through staffing process based on
the international context and even managing proper control over the business functioning.
This had been possible through effective leadership and by motivation, which drove the
performances of employees and even facilitated the communication process to deliver
positive outcomes.

13MANAGING THE ORGANISATION
References
Basu, R., 2014. Managing quality in projects: An empirical study. International journal of
project management, 32(1), pp.178-187.
Bell, J. and Harrison, B.T., 2018. Vision and values in managing education: successful
leadership principles and practice. Routledge.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
Calvasina, G.E., Calvasina, R.V. and Calvasina, E.J., 2014. Social media and human resource
staffing: Legal, policy and practice issues for employers. Journal of legal, ethical and
regulatory issues, 17(2), p.51.
Defraeye, M. and Van Nieuwenhuyse, I., 2016. Staffing and scheduling under nonstationary
demand for service: A literature review. Omega, 58, pp.4-25.
Dent, M. and Whitehead, S. eds., 2013. Managing professional identities: Knowledge,
performativities and the'new'professional (Vol. 19). Routledge.
Farrell, C. and Morris, J., 2013. Managing the neo-bureaucratic organisation: lessons from
the UK's prosaic sector. The International Journal of Human Resource Management, 24(7),
pp.1376-1392.
Hackman, M.Z. and Johnson, C.E., 2013. Leadership: A communication perspective.
Waveland Press.
Infosys.com. (2019). Navigate your next. [online] Infosys.com. Available at:
https://www.infosys.com [Accessed 20 Mar. 2019].

14MANAGING THE ORGANISATION
Malmelin, N. and Virta, S., 2016. Managing creativity in change: Motivations and constraints
of creative work in a media organisation. Journalism Practice, 10(8), pp.1041-1054.
Marsden, P.V., 2017. Interpersonal ties, social capital, and employer staffing practices. In
Social capital (pp. 105-125). Routledge.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Parker, D.W., Holesgrove, M. and Pathak, R., 2015. Improving productivity with self-
organised teams and agile leadership. International Journal of Productivity and Performance
Management, 64(1), pp.112-128.
Peter, M.K. and Jarratt, D.G., 2015. The practice of foresight in long-term planning.
Technological Forecasting and Social Change, 101, pp.49-61.
Poulis, K., Poulis, E. and Plakoyiannaki, E., 2013. The role of context in case study selection:
An international business perspective. International Business Review, 22(1), pp.304-314.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and
cases in international human resource management. Taylor & Francis.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P.,
Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing employee
performance & reward: Concepts, practices, strategies. Cambridge University Press.
Stone, R.J. and Stone, R.J., 2013. Managing human resources. Wiley.
Swami, S., 2013. Executive functions and decision making: A managerial review. IIMB
Management Review, 25(4), pp.203-212.
Wellin, M., 2016. Managing the psychological contract: Using the personal deal to increase
business performance. Routledge.

15MANAGING THE ORGANISATION
Wiewiora, A., Trigunarsyah, B., Murphy, G. and Coffey, V., 2013. Organizational culture
and willingness to share knowledge: A competing values perspective in Australian context.
International Journal of Project Management, 31(8), pp.1163-1174.