TOPIC NAME: INTERNAL COMPETITION-

A CURSE FOR TEAM PERFORMANCE

Business Case
Study and Report
STUDENT NAME- ANJALI RAWAT
MAKAUT ROLL NO.- 13600923011
PAPER CODE- 102
PAPER NAME- ORGANISATIONAL BEHAVIOUR
OVERVIEW OF
CASE STUDY
FIS Consulting, a business process outsourcing company,
encountered a critical challenge when an offshore project faced
inefficiencies due to Pete Philly, the project manager, adopting a
lackadaisical approach and exhibiting ineffective leadership.
Additionally, the Team Leader, Sai Rishi, prioritized personal goals
over company objectives, resulting in a breakdown of
communication, the emergence of small factions within the
official group, a negative work environment, and dissatisfaction
among team members like Sara and Aarthi, ultimately leading to
conflicts within the team. This case study underscores the
significance of effective leadership and organizational
commitment in shaping attitudes within the organization. Finally,
it emphasizes the importance of understanding group formation
process.
STRUCTURED APPROACH OF FIS
Overview of
ERP Training Team Training
FIS Career Growth
Material Composition Material
Consulting & Appraisal
Development & Structure Preparation
Services

Location: Noida, India Treated as support Ranges from two to Involves designing Career Growth:
Specialization: tasks for major ERP twenty-five members. course curricula, Promotion, pay hikes,
Business process implementation Selection Process: outlines, and modules and offshore project
outsourcing, projects. Identify employees tailored to client needs. opportunities
consulting, and Team Formation: Led matching project Focus Areas: HRM, determined by project
financial advisory by an experienced requirements, client finance, general manager appraisals.
globally, with executive as a team review, and management modules. Appraisal Levels: Below
expertise in leader. confirmation through expectations, met
enterprise application Task Execution: interviews. expectations, and
implementation. Online or onsite, Comprises a project exceeded expectations.
Client Service Teams: depending on client manager, team Individual Aspirations:
Led by managers, requirements. leader, senior Employees aspire to
provide consulting Duration: Typically developers, and junior "exceed expectations"
services based on two months to one developers. for enhanced prospects
client needs. year for completion. and growth within the
company.
Challenge 1
PETE PHILLY (The Project Manager- North American
Division): Laissez-Faire Leadership
In the 1st phase of the project Sara and Shri Shalini were sent to a client in New
Jersey and reported to Philly. Sara had been selected for the offshore project
based on her previous work evaluation. Pete Philly was known for his polite behavior
and expertise in designing training modules. However, Sara and Shalini
encountered otherwise ......
Philly’s behavior aligns with the characteristics of a laissez-faire leadership style.
Laissez-faire leaders tend to be hands-off, providing minimal guidance and
control.
Philly's lax approach, delayed responses to emails, and a lack of timely decision-
making suggest a passive leadership style.
The laissez-faire style can lead to disorganization, frustration, and a lack of
accountability within a team, as seen in Philly's impact on the project team's
workflow, late approvals, and overall challenges in meeting deadlines.
His reluctance to take calls and the need for clients to approach him for
discussions further highlight a lack of active leadership involvement,
contributing to team inefficiencies and client dissatisfaction.
Challenge 2
Lack of Cohesion, Collaboration & Communication:
Intragroup Conflict
Two months later, the team expanded to 15 members with the addition of several
individuals from India. Sara and Shalini initially provided orientation. Despite this,
subgroups formed, especially among members with prior affiliations, causing a
hesitancy to collaborate. The team leader, Sai Rishi, showed favoritism towards his
group. During meetings led by Philly, team members presented suggestions in a group-
oriented manner, leading to debates that promoted individual agendas.
Lack of Proper Introduction (Norming):
The team, including new members, didn't undergo a proper introduction or orientation. Sara
and Shalini, despite being junior members, were tasked with providing the initial orientation,
indicating a lack of formal introduction by the leader.
This oversight likely contributed to the formation of cliques and groups within the team.
Absence of Intervention (Storming):
The formation of groups within the team, with some members preferring to stick together,
indicates the storming stage.
Team leader Sai Rishi's reluctance to interact outside his group suggests a lack of
intervention to address these emerging conflicts.
Philly, the higher authority, seems unaware of the conflicts, as suggested by Sara and Shalini
reporting the issue but not receiving a resolution.
Challenge 3
Sai Rishi (The Team Leader): Prioritisation of personal
gains over Organisational gains- Autocratic Leadership
Team Leader Rishi frequently sought favor with Philly by giving him gifts and
inviting him to lunch, aiming for personal gains like promotions and pay hikes.
Rishi never opposed Philly and exploited his lackadaisical approach, making Philly
dependent on him. Behind Sara's back, Rishi gossiped about her, claiming she
lacked competence and talent. Due to Rishi's close ties with Philly, Sara noticed a
noticeable change in Philly's behavior also towards her.
Rishi's leadership style is autocratic, marked by power concentration,
intimidation, and a lack of collaboration.
His attempts to control and intimidate junior team members, especially Sara,
contribute to a toxic work environment.
Rishi fosters a divisive atmosphere by gossiping about team members and
avoiding direct communication to address concerns.
His focus on enforcing compliance, as seen in suggesting Sara meet new
deadlines without addressing underlying issues, further reflects autocratic
tendencies, negatively impacting team dynamics and hindering effective
collaboration.
ANALYSIS- Managerial Grid
The managerial grid, developed by Blake and
Mouton, assesses leadership styles based on two
dimensions: concern for people and concern for
production. It categorizes leadership styles into
five areas: impoverished, country club, authority-
compliance, middle-of-the-road, and team.
IN THIS INCIDENT:
Concern for People:
Philly's lackadaisical approach, delayed responses, and irritation towards client
interactions reflect a low concern for people.
Rishi's attempts to intimidate team members, gossiping, and undermining Sara
showcase a lack of concern for people.
Concern for Production:
Philly's delayed decisions, refusal to take important client calls, and advancement
of deadlines demonstrate a lack of concern for production.
Rishi's autocratic behavior, concentrating power, and focusing on personal gains
indicate a skewed concern for production over people.

PHILLY
IMPROVISED
MANAGEMENT STYLE
(low concern for both
people and production)
RISHI
AUTHORITY-COMPLIANCE
STYLE (high concern for
production, low concern
for people)
SOLUTION
Philly's Leadership Style:
Encourage Philly to adopt a mix of authentic and transformational leadership.
Authentic leadership involves self-awareness, openness, and a genuine approach. Transformational leadership
inspires and motivates team members. This blend can foster trust, transparency, and a shared vision, improving
overall team morale.
Team Member Introduction (Norming):
During the norming stage, conduct team-building activities to foster camaraderie. Create opportunities for
members to comprehend each other's strengths, weaknesses, and work styles, enhancing mutual understanding.
Conflict Management (Storming):
Implement conflict resolution workshops in the storming stage, especially for leaders like Rishi. Equip them with
skills to address interpersonal issues constructively. Establish clear communication channels and encourage open
dialogue to prevent conflicts from escalating, ensuring a healthier team dynamic.
Personality Assessment Tests:
Introduce personality tests during onboarding and periodically thereafter. Assessments like MBTI or DISC offer
insights into individual differences, aiding team members in understanding and appreciating diverse personalities,
and contributing to improved collaboration.
Performance Appraisals Based on Ethics:
Incorporate ethical behavior and teamwork into the performance appraisal process, ensuring that leaders like
Rishi are evaluated not only on technical skills but also on their ability to foster a positive team environment.