Case: Sun Medical Systems,

Inc.
Presented by:
Priyadarshee Dasmohapatra
Pranit Upadhyay
Akshay Jangra
Deepak Sachan
Tanuj Maggon


We will touch upon
Key facts and background
Core issues
Business and management issues
Legal issue
Cultural issues
Behavioral and psychological issues
Action plan: A comprehensive action plan for Shabana and her
manager based on the identified grey areas

A. Key facts and background
Shabana Jabeen - Sun medical systems, 12 years
Currently, director of strategic planning, hospital supply division
Credited for the strategy that spun a Rs 40-million business, but not
suitably appraised
Achiever in academics, result-oriented
Very little representation of women and people of minority in
companys management ranks
Some Co-workers perception about Shabana- unapproachable and
tough to work with
Shabana and the senior management -recognized shifting
demography in their customer base, indentified a value proposition
in having a female associate in the division


Core issues

Business and management issues :
Not providing proper appraisal to performing employees like
Shabana
Monolithic work force- not demographically and culturally diverse.
Mismatch between thought and action- (no changes in work force
commensurate with changing demography of customer base)
Grievance redressal mechanism not in place
Legal issues:
Possible case of gender discrimination and its legal implications
Cultural issues:
Possible case of religious discrimination
Workforce not representative of all sections of the society
Shabanas own perceptions about her cultural differences with
others







Behavioral and communication
issues

Shabana:
direct, and not diplomatic
Considers performance over all other factors like corporate
citizenship
Under the influence of stereo-typical behavior (trying to emulate
assumed behavior of predecessors)
Insecurity: feeling that she is being overlooked
Pressure of her relentless pursuit of success
Blaming external factors
Low Emotional Quotient: inner feelings reflecting in expressions
Coworkers:
Misconstruing her behavior as condescending behavior
Management:
Not communicating with her about her promotion/ appraisal


Need for action- Grey areas
Assumptions by colleagues:
Shabana unapproachable and tough to work with
Growth opportunities for Shabana:
needs to be diplomatic
Modulating tone and content of her communication as per need
Separately dealing with communication issues
Doing away with feeling of discrimination and stereotypes .
Obstacles in way of Shabanas growth:
Internal: her presumptions regarding biases, resistance to change,
External: Possible absence of clear-cut company policies and
grievance redressal mechanism

Need for action- Framework


Manager:
Listening to her grievances with an open mind
not judging her on the basis of her tone
Pointing out possible lacunae in her style of communication
Suggest ways to improve
PAIBOC Model for Managers message
Purpose:
Providing feedback on her communication skills.
Facilitating her interaction with others.
Addressing her grievances.
Dealing with the negative perceptions about the management that
she has.
Audience:
A performer, well-educated, resistant to change, harbors
stereotypes, feeling insecure.
Information:
Appreciation
Perception of her colleagues
The real issue- interpersonal communication
Company policy regarding appraisal
Need for communication skills in addition to performance


PAIBOC Model for Managers message
Benefits:
Will feel secure
Wont feel frustrated
Colleagues would be more open to her ideas and would feel free
share their learning with her
Will be able to approach work with a positive attitude
Objections:
May inquire about promotion
May not accept all the suggestions because of her biases and
perceptions


The message
Your contribution to the strategy of our group is commendable. Your
ideas are brilliant. Any difficulty that you may be facing is due mainly
to the way you communicate with your colleagues. You need to frame
messages as per the need of the situation, keeping in mind who your
audience is.
Our company makes decisions pertaining to promotion based on two
factors: the competencies of a person, and his ability to work in teams
and communicate with others. Factors such as gender and religion are
irrelevant.
At any point of time, you may feel free to discuss your ideas with me.
You are a valued employee of our organization.
Recommendations to senior
management and employees
Communicating the criteria of selection of employees to
everyone.
Setting a time frame for hiring a diverse work force
Conducting workshops on improving professional
communication
Hiring a counselor to look into interpersonal
communication issues
A grievance redressal mechanism
Thank you