Contemporary Management Report: Resolving Conflicts at Parivar

This report analyzes the Parivar case study, a company facing high employee turnover due to conflicting values and poor communication between executives and employees. The report identifies the core issue as a strong but inflexible company culture, leading to employee alienation and dissatisfaction. It proposes that Sudhir Gupta consider implementing the People Support program with modifications, focusing on training directors to be better listeners and fostering an informal communication environment. The report also suggests a regional-based organizational structure to facilitate expansion and meet the demands of different markets. The conclusion emphasizes the importance of employee cooperation and programs that address both employee and organizational needs to improve productivity, growth, and reputation.

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Contemporary Management
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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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satisfaction will remain standstill, the company will tend not to attract qualified personnel to
work for the company and also job scalability will not evolve (Dickie etal.,2014).
To solve these conflicting values, Sudhir needs to execute the People Support idea
partially and abruptly. Instead of introducing it in a formal manner by depending on officially
trained listeners between the direct studies and the directors, I would seek to develop the
directors themselves to be listeners. This informal civilization will enhance the better
relationship between the directors and employees as they will be directly interacting. The
increased communication will set things right because the directors can now oversee the problem
at hand and react before it occurs (Hasnah Hassan ,2011).
I propose the following plans to be implemented. The company should train directors
adequately on how to be good listeners and adopt an informal Civilization where employees can
easily access the directors (Harper,2015). They should also empower directors to handle
complaints reported to them effectively. Lastly, develop a channel through which directors can
forward complaints they cannot handle to the relevant authority which will decide them.
Suitable Organizational Structure for Parivar.
Regional based organizational structure will be efficient for the success of Parivar
company. As the company gets big it is appropriate to split into regional segments with the top
executive based in home background. This will ensure the demand of Parivar services in
different markets are met (Harper, 2015). As per the case study Kumar suggested about
expanding to UK and USA.
In conclusion, employees are very crucial in the success of any organization. Every
organization should ensure maximum cooperation with employees. It should set programs that

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aim to meet employees needs as well as those of the organization. This will not only improve
organizational productivity, growth, and profitability but also will improve its reputation.
References
Abdulkadiroğlu, A., Che, Y. K., & Yasuda, Y. (2011). Resolving conflicting preferences in
school choice: The" boston mechanism" reconsidered. American Economic Review,
101(1), 399-410.
Dickie, I. A., Bennett, B. M., Burrows, L. E., Nuñez, M. A., Peltzer, D. A., Porté, A., ... & Van
Wilgen, B. W. (2014). Conflicting values: ecosystem services and invasive tree
management. Biological invasions, 16(3), 705-719.
Harper, C. (2015). Organizations: Structures, processes and outcomes. Routledge.
Hasnah Hassan, S. (2011). Managing conflicting values in functional food consumption: the
Malaysian experience. British Food Journal, 113(8), 1045-1059.