Open Door Policy (case)

-Raffia
Core:
 Policy used-open door (i.e... Allow lower
level of people to speak out regarding
the problems faced by them )
 To understand the power of upward
communication or the feedback system
 Top

middle

LOWER
Characters involved
 Mr.Abhishek Mukherji--
president of good will co. ltd
 Mr. Anand --
employee
 Manager of Mr.Anand
Problem stmt
 Anand complained about his manager
---over committed on behalf of the
department, pressure in environment
and low morale
 3 party meeting was arranged by
president
Solution.
 Mr.Mukerji made the manager to listern
to Anand

 He learned the problem from his

perspective and realized his mistake
of in efficient planning
Cont/.
 He is new to this job and had no
experience of planning and
management

 He seeked help from the president for

better job planning and management
Conclusion
 Upward communication was effectively
facilitated
 Problem was identified at the very
beginning
 solution step was taken to avoid
further distraction in environment
Article 1
 China’s policy
 The open door policy and china’s rapid
growth :evidence from city level data
----Shang-jin wei
Author: asst professor of public policy
at john f. Kennedy school of government,
Harvard university .faculty research
fellow of national bureau of economic
research
content:
 China is 1 of the fast growing
economies in 80s the average annual
growth rate of GDP for china from
1980-90 was 9.5 % the corresponding
Growth rate for the world as a whole
was 3.1 % in 1992 china growth was
12.6%
Cont/.
 The rapid growth in china is obviously
related to its relentless pursuit of
economic reforms ,which is unleashed
productive forces previously suppressed
by rigid central planning one particular
imp/ component of their reform
program is china’s open door policy .
Cont/.
 reform period of china is 12 year
 But greater development was achieved
with shorter time period
 The power of “open door policy” is
revealed
Article 2
Leadership and communication
 Relationship between leadership and
communication competence--by frank
j .Flauto
 summary:
This study stresses on the point that
“communication is the base for effective
leadership”
 Using 3 dimensional integrated model
(leadership and communication)
Summ/.
 151 employees of 9 organization
rated their immediate supervisor’s
communication competence .

 Conclude it: saying that each of the

leadership dimension was in correlation
with competent communication by the
supervisor .
Introduction
 Members of 9 org completed a self
report that rated their leaders’
 1. leadership behavior across 3
dimension
 2. leaders’s communication competence
across 2 dimension
Intro.conti/.
 3 dimension::: combination of
transactional leadership,
transformational leadership and quality
of exchange in between leader and
member
 Assessment was related to members
perception of leaders effectiveness and
leaders communication competence
Intro conti/.
 Pattern was same across 9 org/.

 Each leadership has correlation with

communication competence –suggested
that comm. Competence is a must have
for an effective leader
Review of literature
 James MacGregor Burns , an historican
and biographer of Franklin
D.Roosevelt,John F. Kennedy and other
presented a study of political leadership
in the united states and Europe
 Goal was to understand political
leadership “across culture and
across time
 He classified leadership in to two types:

 1.Transactional
 2.Transforming
Transactional
 The leaders and followers exchange
goods,services and less tangible
rewards in order to realize the
independent goal(ie, they accept the
independence of their own and their
follower goal) not a group of same aim
people but the maximum usage of
different aims
Transforming
 The collective interest of leaders and
followers
 Bass’s report identified the 5 factor of
leadership behaviour
 Three transformational factors:
charismatic leadership, individual
consideration and intellectual stimulation
 Two Transactional factors: contingent
reward and management exception
 primary instruments was prepared
Further development
 kuhnert and Lewis they expanded the theory
(transactional and transformational) by
presenting a model based on constructive
development theory of kegan
 The model envisions 3 stage of leadership
that result from personality development of
leader and the relationship development with
in the leader sub-ordinate dyads .
Conclusion
 Leaders are concerned with personal
goals and agendas rather than
relationship
 they project these motives to their sub
ordinates .
Bibliography
 Growth theories in light of the east asia
experience
-by takatoshi ito, anne o.krueger

 www.scholar.google.co.in/