MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz

1. MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz Part 5 Asian Perspective Slides Closing: Leading Powerpoint slides developed by Mr Karminder Ghuman, Assistant Professor and HoD of the MBA Program, Gian Jyoti Institute of Management Technology, Mohali, India.

2. Leading • Organisations are facing leadership challenge to developing business leaders at all levels of management for growth and survival of business enterprise. • Teams are being increasingly instituted either to assist leadership or to even replace the system of providing too much authority with a single person. • Leadership styles varies across different cultures

3. Pre-liberalized Era Networking with the government Knowledge of Indian Market Ability to manage diversified business Yes-man of the Owners Post-liberalized Era Global exposure Skills to analyze the impact of global trends on the business Flexible but firm and decisive. Changes in role expected of Indian CEOs

4. Corporate Leadership Patterns in Asia • Type I:Rags-to-riches in one generation; are handing over their business empires to their children who are Western-trained. Dhirubhai Ambani of Reliance or Li Ka-shing of Hutchison Whampoa-Cheung Kong

5. Corporate Leadership Patterns in Asia • Type II: The third generation of old traditional family-owned companies, Western and highly educated, use Western technology. Very much Western-centric in approach yet Asian in practice, have mastered techniques of getting maximum efficiency out of the supply chain and making low-cost, high-demand goods. Rahul Bajaj of Bajaj Auto or William and Victor Fung of Li & Fung in China

6. Corporate Leadership Patterns in Asia • Type III: New Economy business leaders. Information technology and the Internet are bringing out a high-tech type of leadership. Entrepreneurial, innovative, hard-driving, very flexible, ambitious, optimistic, visionary in the technology and business aspects. They have adopted an almost entirely Western style of leadership and are succeeding in Asia. N. R. Narayana Murthy of Infosys and Stan Shih of Acer or Sunil Bharti Mittal of Bharti Enterprises

7. Motivating • In pre-liberalized scenario people were managed as just another factor of production. Command and control was the key managerial style to extract the maximum output from the employees. • In the 21st century people have become a scarce resource and a key competitive advantage. It has become imperative to create a context where ordinary people can deliver extraordinary results.

8. How to Create Motivation • By creating a strong sense of purpose and thus focusing the energies of all in the organisation to deliver a larger role than merely delivering products and services. • HDFC’s vision of solving housing problem and that of Reliance to provide mobile telephony to even the poorest sections of society as a basic necessity equivalent to food and clothing created great success stories for the organisation.

9. Motivation in Action • When HDFC’s main office in Mumbai was gutted by a major fire, its employees served the customers from the pavements and sacrificed their personal time to put the office back in operation. • Narayana Murthy the founder of Infosys himself teaches a technical course to young recruits.

10. Strategies to motivate employees in ITES and BPO industry • Flexible shifts • Providing opportunities for growth through internal job postings • Management education sponsorships • Performance incentives • Tax friendly salary structure • Enjoyable work environment • Insurance and other fringe benefits

11. Strategies to motivate employees in ITES and BPO industry • Provision of facilities like: transportation, free or subsidized canteen, utility bill payment facility, etc. • Celebrating festivals • Open Houses for direct communication with the top management • Referral bonus for recommending employees who works for certain minimum period • Employee Stock Option Plans (ESOPs)