Leadership and Management: Case Study Analysis on Parivar and Lakeland

This case study analyzes two scenarios: Parivar, facing high attrition due to its organizational design, and Lakeland Wonders, grappling with offshoring decisions. The analysis explores conflicting values, proposes solutions like matrix organizational design for Parivar, and recommends offshoring with a systematic approach for Lakeland Wonders. It highlights the importance of negotiation, conflict management, and motivation as key management competencies for 21st-century leaders. The study emphasizes the need for formal organizational structures, process-driven approaches, and cultural understanding to navigate the complexities of a VUCA world. The assignment provides a comprehensive overview of leadership challenges and offers practical advice for resolving conflicts and improving organizational performance. The document is contributed by a student to be published on the website Desklib.

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CASE STUDY
Case Study 10
The questions of the case study can be discussed as:
Question 1. What conflicting values are evident in this case in regard to organisation design?
Parivar is a high performing organization. However, the attrition rate has been high for the
company. Indira Pandit is the HR director of the company and she realizes that there are various
factors that leads to high attrition rate. The company lacks and established or formal
organizational design and this can also be one of the reasons for high attrition rate. However,
Vikram, who is the head of recruitment, believes that the attrition rate is high due to the labor
market conditions in India. By definition. Organizational design is the way an organization is to
be structured and operated by its members. There are various theories and models of
organizational design. The organizational design of Parivar is bureaucratic in nature. The
existing organizatioanl design at Parivar is based on family bases business. Sudhir Gupta is the
CEO of the company and he has been instrumental to take the organization forwards. Under his
leadership there has been excellent growth in profitability and revenue. However, some
employees believe that Sudhir lacks the existence of open structure and design in the
organization. The conflicting values is observed between the presence of existing organizational
design that is family based & bureaucratic where Sudhir has a set of close people in the group
and the need of a open organizational design where things are more process dependent as
compared as compared to the current structure.
Question 2. What advice would you give Sudhir Gupta about a way forward that resolves the
values conflict?

CASE STUDY
The family based organizational design is good for the company that is small. As organizations
increase in size and scale their business the demand of formal organizational structure increase.
My advice to Sudhir would be to follow a formal organizational design. There are various forms
of organizational structure that Parviar can use. The simple way forward for organization would
be use a basic vertical structure or a matrix structure (Răducan & Răducan, 2014). In any of the
case, the advice to Mr. Sudhir would be to use processes and procedures to manage organization
structuring. If the company wants to scale and expand in different parts of the globe, then the
family led approach would not work for the organization. The case study mentions that company
has the agenda to expand in different parts of the world and this can happen only when it has a
formal structure in place.
Question 3. Using the knowledge that you have gained from this topic and additional
background information that you can find about organisation design, propose one or more
structural forms that you believe would be suitable for Parivar.
It is recommended that Parivar should use matrix organizational design. With this design
method, the company should have different departments responsible for the functioning. It is
believed that matrix organizational design is best for Information Technologies companies. With
the department wise approach, different departments would be able to make their own decision
without the interference from other departments (Bolden, 2016). It would ensure that efficiency
is high in the organization. This type of organizational design would also help Parivar to expand
swiftly in different parts of the world.

CASE STUDY
Case Study 11
Question 1. What conflicting values are evident in this case?
The case study presents the classical conflict of offshoring. Lakeland Wonders is a
manufacturing firm and Cheryl Hailstrom is the CEO of the company. She wants to take the
company forward. However, she is worried about the increasing cost of manufacturing. The
company is finding it difficult operate as the cost of production is increasing. One of the
available options for the company is to use offshoring techncique. With this technique, company
can set up a factory in China, India or any other country where the cost of production is less.
However, offshoring has its own drawbacks. The lack of control from management is one of the
key risks of offshoring (Leroy, Segers, Van Dierendonck & Den Hartog, 2018). Another option
for Lakeland Wonders is to improve the production in the current factories only. The company
has to take the decision with offshoring and domestic production and this is one of the key
conflict for organization. This conflict is one of the biggest concern for CEO and she is not able
to decide the best course of action for the company.
Question 2. What advice would you give Cheryl Hailstrom about a way forward that resolves
the values conflict?
The case study presents that Cheryl Hailstrom has a tough situation to resolve. She has also
discussed the issues with number of internal stakeholders. The recommended course of action for
Cheryl Hailstrom is to use offshoring to bring down the cost of operations. With the use of
offshoring, the company would not only reduce the cost of operations, but it would also be able
to scale its operations. The manufacturing industry is a tough industry and it is important that
Lakeland Wonders should keep a check on the cost of operations. Otherwise, some competitor

CASE STUDY
would take the place of the company. My advice to Cheryl Hailstrom would be to have a
systematic approach of offshoring. The company can select a product line and start the
offshoring. Once the profit is observed in that product line, company can then pick another
product line for offshoring.
Question 3. What management competencies do you believe this case highlights that are
important for the 21st century leader-manager in VUCA world?
There is a fundamental difference between the old school of leadership and the new style
of leadership in 21str century. The top three management competencies that are important for the
21st century leader-manager in VUCA world are negotiation abilities, conflict management skills
and the ability to motivate others. It is important that the leader of the organization should
develop a culture that support innovation for different processes and procedures. It is crucial and
important that the leader should take the inputs from various internal and external stakeholders at
the planning stage so that the viewpoint of different parties is covered. It is not easy to lead a
team which has people from different cultural backgrounds. The competencies of understanding
different cultures is also a great asset for leaders in the 21st century (Melcher, Greco, Krummel,
Morris & Hawn, 2018). The ability to motivate others enable leader to get the best out of other
people.

CASE STUDY
References
Bolden, R. (2016). Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Leroy, H., Segers, J., Van Dierendonck, D., & Den Hartog, D. (2018). Managing people in
organizations: Integrating the study of HRM and leadership.
Melcher, M. L., Greco, R. S., Krummel, T. M., Morris, A. M., & Hawn, M. T. (2018).
Preparation for the Diversity of 21st Century Surgical Leadership Opportunities Demands
Diverse Opportunities for “Professional Development”. Annals of surgery.
Răducan, R., & Răducan, R. (2014). Leadership and management. Procedia-Social and
Behavioral Sciences, 149, 808-812.