Case Study Analysis: Can a Strong Culture Be Too Strong?

This case study analysis discusses the conflicting values and challenges faced by the Parivar company, an IT service provider company based in Chennai. The primary challenge faced by the company is losing employees at a faster rate than the rate at which new employees join. The conflicting values evident in the case include leadership conflict and workstyle conflict. Suggestions for resolving the conflicts and management competencies crucial for a leader-manager are also discussed.

Running Head: CASE STUDY ANALYSIS
CASE STUDY ANALYSIS; CAN A STRONG CULTURE BE TOO STRONG?
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CASE STUDY ANALYSIS 2
Conflicting values evident in the case
The case study focuses on the culture of the Parivar company, which is an IT service
provider company based in Chennai. The top management is trying to find the solutions to the
problems they are facing. Their primary challenge being losing their employees at a faster rate
than the rate at which new employees join (Garvin, 2014). Every business has a set of beliefs and
principles that are followed by all the workforce. The culture of the company, therefore, revolves
around the values they hold. At Parivar company, the top management seems to have
incompatible belief systems such as practices, principles, and preferences. The most conflicting
value that stands out is the leadership conflict (Zhong-wei, 2008). For instance, when Nisha was
presenting her ideas and Kumar started asking questions, Sudhir indicated with just a glance that
no more interrogation and for sure Kumar never asked another question. The junior employees
fear Sudhir. Sudhir as well is not honest with the younger employees. He seems not to agree with
what Nisha was saying, but he kept on encouraging her. He is seen thanking Indira for not
grilling Nisha but still expects Indira to give him an honest opinion. Workstyle conflict is also
seen whereby the leaders don’t seem to agree on how the activities of the company should be
carried out (Zhong-wei, 2008). The leaders do not agree on the People Support Idea proposed
and as well does not seem to come into a collective agreement.
Resolving the values conflict
Mobility versus loyalty is the greatest challenge the Parivar company is facing. Employee
turnover may or may not reinvigorate the company’s culture. A huge one usually drains the
energy and focus of the remaining employees as they have to train and orient new ones over and
over. Therefore, to overcome this challenge and the conflicts arising within the organisation, it is
crucial for Sudhir and Indira to listen to the ideas and suggestions of other junior leaders and put

CASE STUDY ANALYSIS 3
them into consideration (Ayoko & Härtel, 2006). For instance, Kumar and Vikram were rising
critical queries, but Sudhir and Indira never listened to them. If they can hire for values and also
manage their rations in such a way that the needs of every worker are listened and catered for,
then the company is guaranteed for growth.
Management competencies crucial for a leader-manager
In the current 21st Century, the Leader-Manager approach is preferred in VUCA
(Volatility, Uncertainty, Complexity, and Ambiguity) business as compared to Manager-Leader.
A Manager who has leadership skills as the primary role can employ skills that can oversee and
understand the future challenges that may face businesses due to significant shifts and changes
that can occur (Nandram & Bindlish, 2017). Leading change, retaining and developing talents,
and developing next-generation leaders are the key management competencies that can be
deduced from the case study. These are some of the areas that the leaders of Parivar company are
working on to ensure the growth of the company. For instance, Sudhir is concerned with
developing young talents and leaders that’s why he was encouraging Nisha with her idea.
Retaining employees is very important ((Nandram & Bindlish, 2017), and that’s why the
company is working in providing a conducive environment through the People Support idea.

CASE STUDY ANALYSIS 4
References
Ayoko, O. B., & Härtel, C. E. (2006). Cultural diversity and leadership: A conceptual model of
leader intervention in conflict events in culturally heterogeneous workgroups. Cross-
Cultural Management: An International Journal, 13(4), 345-360.
Garvin, D. A. (2014). Can a Strong Culture Be Too Strong? Harvard Business Review.
Nandram, S. S., & Bindlish, P. K. (2017). Managing VUCA Through Integrative Self-
Management. Springer.
Zhong-wei, L. H. S. C. (2008). An Empirical Study of the Relationships Between Emotional
Conflicts and Entrepreneurship of Top Management Team and Business Growth
Performance [J]. Finance and Trade Research, 2, 018.