1.

Cheetan Anand: An Indian manager who is in charge of the Bandhu-Africa Plant in

Durban, South Africa. He is described as a decisive and results-oriented leader who is
frustrated with the lack of consensus and willingness to make tough decisions among his
colleagues and workers.

2. Dube: A South African employee at the Bandhu-Africa Plant who is frustrated with the lack
of inclusion and motivation among workers. She attends a leadership course and proposes a
team-based incentive program to Anand.

3. Virad Shastri: An Indian friend of Anand's who provides advice and support during the
crisis at the Bandhu-Africa Plant.

4. Unions: There are tensions between different unions at the plant, which is contributing to
low motivation and performance levels.

5. Different race groups: There are tensions between different race groups at the plant,
which is contributing to low motivation and performance levels.

6. Departments: There are tensions between different departments at the plant, which is
contributing to low motivation and performance levels.
What specific challenges does Cheetan Anand face at the Bandhu-Africa Plant?
Cheetan Anand faces a crisis at the auto-plant in Durban, South Africa. He describes the
country as a "nightmare" and expresses frustration with the lack of consensus and
willingness to make tough decisions among his colleagues and workers. He also mentions
conflict and pushback when trying to take decisions as the boss.
How does cultural understanding play a role in the success of international business
ventures?
Understanding cultural differences is crucial for the success of international business
ventures. Trompenaars’s and Wooliams Dimensions of Cultural Variance show that there
are significant differences between South African and Indian cultures in terms of how they
view failure, status, environment, relationships, and rules. By understanding these
differences, business leaders can adapt their management styles and communication
strategies to better connect with their colleagues and workers in foreign countries. This can
help to build trust, reduce conflict, and improve overall business performance.
What are some strategies that Cheetan Anand could use to overcome the conflict and
pushback he faces from his colleagues and workers in South Africa?
Based on the importance of cultural understanding, one possible strategy could be for Anand
to invest time and resources in learning more about South African culture and values. This
could involve hiring local consultants or advisors, attending cultural training programs, or
simply spending more time building relationships with his colleagues and workers. By
demonstrating a willingness to learn and adapt, Anand may be able to build trust and
improve communication, which could help to reduce conflict and pushback. Additionally, he
could consider implementing more participatory decision-making processes that involve
input from workers and colleagues, which could help to build consensus and improve buy-in
for important decisions.
Session 6 Chapter 7_Managing conflict
The concept of intergroup bias, which refers to the tendency for members of teams and
organizations to favor their own group (ingroup) over others (outgroup). This bias can lead to
in-group favoritism and outgroup derogation, which can cause intergroup conflict in teams.
 There are several instances in the case study where tensions between different
groups (unions, race groups, and departments) are contributing to low motivation and
performance levels. These tensions suggest that there may be biases or stereotypes
at play that are preventing different groups from working together effectively. For
example, workers may feel that they are being treated unfairly compared to white
workers and management, which could be contributing to feelings of resentment and
mistrust. Similarly, there may be biases or stereotypes at play between different race
groups or departments that are contributing to conflict and pushback.
The concept of coalitions, where team members form groups based on their position on a
conflict rather than focusing on issues of interest. This can lead to a failure to reach
agreement even when interests are compatible, due to a lack of information exchange and
focus on positions rather than interests.
 The concept of coalitions is demonstrated in the case study through the tensions
between different unions at the Bandhu-Africa Plant. The National Union of Metal
Workers of South Africa (NUMSA) and Solidarity are two unions that have different
histories and represent different groups of workers. NUMSA has historically attracted
a wide range of workers who opposed Apartheid and has a strong anti-capitalist,
more militant foundation. Solidarity, on the other hand, has historically had white
Afrikaans workers and has increasingly focused on "minority" rights, attracting
minority groups of workers like Indian and Coloured workers. These differences have
led to mistrust between the unions, and they refuse to speak with one another and
negotiate separately. Solidarity is inclined to support Dube's team-based profit share
scheme but wants to do away with "quotas" and affirmative action as part of the
package. NUMSA is opposed to any long-term risk and profit sharing. This situation
demonstrates how coalitions can form around different interests and identities, and
how these coalitions can lead to conflict and pushback. It also highlights the
importance of finding common ground and building consensus in order to overcome
these differences and achieve shared goals.
Session 6 fpsyg-10-01006
The concept of "teaming" and team fluidity refers to the idea that teams are no longer
static entities with fixed membership and roles. Instead, teams are seen as dynamic and
fluid, with members coming and going as needed to address specific tasks or projects. This
approach recognizes that teams are not just a collection of individuals working together, but
rather a process of ongoing collaboration and coordination that requires flexibility and
adaptability. Team fluidity goes beyond just changes in team membership and includes
changes in team structure, roles, and responsibilities. This concept reflects the changing
nature of work and the need for organizations to be agile and responsive to changing market
conditions and opportunities.
  The concept of "teaming" and team fluidity is demonstrated in the case study through
Dube's proposal for a team-based incentive program. The program is designed to
encourage workers to work together as a team to reduce costs, save the company
money, and increase profits. The program assumes that workers are naturally
motivated but that distrust prevents them from working together effectively. By
including workers in dialogue, open conversation, and information sharing, the
program aims to enable the success of the company. The program also has a long-
term, risk-reward system with a five-year time horizon to incentivize long-term
thinking. This would motivate workers to think beyond short-term gains and focus on
long-term success. The program's success depends on the ability of workers to work
together as a team and to be fluid in their roles and responsibilities. This means that
workers must be able to adapt to changing circumstances and work collaboratively to
achieve shared goals. Overall, the team-based incentive program demonstrates the
importance of teaming and team fluidity in achieving organizational success.
The conceptual framework for leveraging team composition decisions to build human
capital is a proposed approach to team composition that emphasizes the importance of
selecting team members based on their potential to contribute to the development of human
capital within the organization. This framework suggests that organizations should focus on
selecting team members who possess a diverse range of skills, knowledge, and experience,
and who are committed to ongoing learning and development. By doing so, organizations
can build a team that is capable of adapting to changing market conditions and
opportunities, and that can contribute to the development of human capital within the
organization. The framework also emphasizes the importance of ongoing training and
development for team members, as well as the need for effective communication and
collaboration within the team.
 For example, Dube's proposal for a team-based incentive program is designed to
build human capital by encouraging workers to work together as a team and to share
in the success of the company. The program assumes that workers are naturally
motivated but that distrust prevents them from working together effectively. By
including workers in dialogue, open conversation, and information sharing, the
program aims to enable the success of the company. The program also has a long-
term, risk-reward system with a five-year time horizon to incentivize long-term
thinking. This would motivate workers to think beyond short-term gains and focus on
long-term success. These elements of the program align with the framework's
emphasis on leveraging team composition decisions to build human capital by
creating a shared sense of purpose, promoting collaboration and knowledge sharing,
and incentivizing long-term thinking. Overall, while the case study does not explicitly
demonstrate the conceptual framework for leveraging team composition decisions to
build human capital, it does highlight the importance of building human capital
through effective teaming and collaboration.
Session 6 retrieve: The authors argue against three common beliefs or theories about
feedback
The concept of the "source of truth" It is the belief that other people are more aware than
you are of your weaknesses, and that the best way to help you is for them to show you what
you cannot see for yourself. The theory assumes that you do not realize your weaknesses,
and it is up to your colleagues to tell you as plainly as possible "where you stand." The
authors argue that this theory is not entirely true and that humans are unreliable raters of
other humans.
  There are several instances where the importance of accurate and reliable
information is highlighted. For example, Dube's proposal for a team-based incentive
program is based on the assumption that workers are naturally motivated but that
distrust prevents them from working together effectively. By including workers in
dialogue, open conversation, and information sharing, the program aims to enable
the success of the company. This highlights the importance of having accurate and
reliable information about worker motivations and attitudes in order to design
effective incentive programs. Similarly, Anand's frustration with the situation at the
Bandhu-Africa Plant is due in part to a lack of reliable information and a sense that
there is little consensus on what to do. This highlights the importance of having a
clear and accurate "source of truth" in order to make informed decisions and take
effective action. Overall, while the case study does not explicitly demonstrate the
concept of the "source of truth," it does highlight the importance of accurate and
reliable information in making effective decisions and achieving organizational
success.
The theory of learning is another common belief or theory about feedback that the authors
challenge in the article. It is the belief that the process of learning is like filling up an empty
vessel: you lack certain abilities you need to acquire, so your colleagues should teach them
to you. The theory assumes that you need feedback to develop the skills you're missing. The
authors argue that this theory is also not entirely true and that focusing on people's
shortcomings or gaps doesn't enable learning. Instead, they suggest that learning happens
when we see how we might do something better by adding some new nuance or expansion
to our own understanding.
 There are several instances where the importance of learning and knowledge sharing
is highlighted. For example, Dube attends a leadership course at the Gordon Institute
of Business Science in Joburg, where she learns about performance management
systems in which workers share in profit or cost-cutting gains on a team-based
system. This new knowledge inspires her to propose a team-based incentive
program at the Bandhu-Africa Plant. Similarly, Anand has seen team-based incentive
programs work well in India and believes that they could be effective at the Bandhu-
Africa Plant. This highlights the importance of learning from past experiences and
best practices in order to improve organizational performance. Additionally, the team-
based incentive program proposed by Dube is designed to promote learning and
knowledge sharing by encouraging workers to work together as a team and to share
information and ideas. This aligns with the theory of learning, which emphasizes the
importance of collaboration and knowledge sharing in promoting individual and
organizational learning.
The theory of excellence is the third common belief or theory about feedback that the
authors challenge in the article. It is the belief that great performance is universal,
analyzable, and describable, and that once defined, it can be transferred from one person to
another, regardless of who each individual is. The theory assumes that you can understand
where you fall short of this ideal and then strive to remedy your shortcomings with feedback
about what excellence looks like. The authors argue that this theory is also not entirely true
and that excellence is not a fixed set of traits or behaviors that can be transferred from one
person to another. Instead, they suggest that excellence is unique to each individual and is a
natural, fluid, and intelligent expression of our best extremes.
 There are several instances where the importance of striving for excellence is
highlighted. For example, Anand had wanted to build a diverse, inclusive, and high-
 performing labor force at the Bandhu-Africa Plant. However, tensions between
unions, different race groups, and departments, as well as low motivation and
performance levels, were hindering the plant's success. Anand considered making a
speech to the whole company to try to set out a new way of working together, which
demonstrates his commitment to excellence and his desire to improve the plant's
performance. Similarly, Dube's proposal for a team-based incentive program is
designed to incentivize workers to reduce costs, save the company money, and
increase profits, which aligns with the theory of excellence's emphasis on striving for
high performance and continuous improvement. Overall, while the case study does
not explicitly demonstrate the theory of excellence, it does highlight the importance of
striving for high performance and continuous improvement in achieving
organizational success.

Session 6 sajip.v42i1.1359.: SA Journal of Industrial Psychology

The concept of power is defined as both relational and personal. It is the ability to influence
others and make things happen, either through social relationships such as the control of
valued resources or through personal agency affecting the attitudes of others.

 The social dimension of power refers to the ability to influence others through social
relationships, such as the control of valued resources. This dimension of power is
often associated with the hierarchical structures of organizations, where individuals
or groups hold power over others based on their position or access to resources.
Understanding social power is critical to personal and systemic transformation, and
that feminist theorists have highlighted the hegemonic nature of collective thought in
relation to power, which has prevented women from defining the concept in their own
terms.
 The psychological dimension of power refers to the internal resources that develop
an individual's experience of being powerful. This dimension of power is related to an
individual's sense of self and their ability to control their own thoughts, emotions, and
behaviors. Discourses related to psychological power were evident in all the
interviews, and that the interviewees constructed awareness of their internal
resources that develop their experience of being powerful. The discourses identified
in this cluster were female identity, integration of 'masculine' and 'feminine',
manipulation and control, and learning and growth. The construction of being a
woman was the most commonly shared discourse among the interviewees, reflecting
multiple and contradictory selves.
 The spiritual dimension of power

 The concept of power is implicitly demonstrated in the case study through the
interactions between Anand and Dube, as well as the broader context of the Bandhu-
Africa Plant. For example, Anand is described as being almost dictatorial, which
suggests that he may be exercising power over his subordinates. Additionally, there
are tensions between unions, different race groups, and departments at the plant,
which suggests that power dynamics may be at play. The case study also includes
information on the power distance and individualism scores for India and South
Africa, as measured by Hofstede's Dimensions of Cultural Variance. These scores
suggest that India has a higher power distance score than South Africa, which may
influence Anand's leadership style and the power dynamics at the Bandhu-Africa
Plant. Overall, while the case study does not explicitly demonstrate the concept of
power, it does suggest that power dynamics may be at play in the interactions
between Anand and Dube, as well as the broader context of the Bandhu-Africa Plant.