Dr.

Amita Joshi
Authoritative
Self-Awareness
Coaching
Social Skill
Democratic
Self-Management

Rajesh Mishra
Affiliative
Charismatic/Political
Maverick
Social Awareness
Manipulative
Self-Management
Adaptability
Initiative

Joshis Govt Experience

Less of a competitive environment
Lack of social awareness
Emphasis on common goals
Professional autonomy at Samuel Drugs Ltd.
Naive to organizational deception

Culture of India
India's cultural hierarchy
Mishra undermined Joshi's authority
Female/Male dynamic
Token article
Male dominated bureaucratic culture
Joshi's delegation of responsibilities perceived as a
weakness
Mishra may have lacked respect for Joshi based on her
gender

The problem
Power Play
Lack of coordination/communication
Social Awareness
External/Internal Repercussions

Fire Mishra
Fire from Houston Group or Samuel Ltd. marketing
position
Justified based on his insubordination
Requires support from Board
Potentially damaging for Joshi/Samuel Ltd.

Maintain status quo

Profitable for Houston Group
Avoids confrontation
Joshi surrenders her power as CEO
Inflates Mishra's power
Emphasizes Joshi's inability to utilize her governmental
connections

Try to compromise
Gain support from the Board to strengthen her authority
before approaching Mishra
Re-establish the chain of command, communication,
and approval between her and Mishra

Related Stuf

1. What is the problem that Dr Amita Joshi is

facing?

This case describes the successful journey of Dr Amita Joshi* Head

of a medium-size Indian
pharmaceuticals organisation, Samuel Drugs*, which was facing
serious performance problems.
She realised that the organisation had strong manufacturing
capability; however, it lacked
marketing excellence and needed someone who could take on the
onus of making the company marketing-oriented.
Reference:
http://projects-seminars.net/Thread-samuel-drugs#ixzz4XATqh7Wa

2. What caused the conflict in the organization?

Mention only two factors that caused the conflict.

Dr Joshi selected, out-of-turn, Rajesh Mishra, General Manager (Sales) and promoted
him as
Director (Marketing). He proved to be an excellent choice and performed very well in
his new role. Samuel Drugs had three subsidiaries and one of them, Eastern
Pharmaceuticals Limited(EPL), required a Managing Director. Rajesh Mishra was
selected as the Managing Director of the EPL. He also continued to perform his
previous role of Director (Marketing).
Soon, conflict ensued between Dr Amita Joshi and Rajesh Mishra. This case reveals the
important roles of communication, co-ordination, multiple and diverse stakeholders
and
organisational conflict in determining organisational efectiveness. This case also
highlights the point that managers needs to tackle both formal and informal aspects of
an organisation, rational and social sides of organisational life, and changing dynamics
of relationships and networks.

 Dr. Amita Joshi in medium pharmaceutical organization, Samuel drugs in India,

which has faced serious performance problems Joshi realized that the organization
had a strong manufacturing capacity, but lacked excellence marketing and
desperately need someone who could be responsible for the business-oriented
marketing. selected Joshi, out of the corner, a young general sales manager, Rajesh
Mishra as Director Marketing. turned out to be an excellent choice and a very good
performance in their new role. drugs Samuel had three subsidiaries and one of
them, the Pharmaceuticals Limited (EPL) requires a general manager, and Mishra
selected. He also continued to perform his previous role as director of marketing.
And the conflict occurred between Joshi and Mishra. This case highlights the
important role of communication, coordination and multi-stakeholder, and conflicts
of the organization in determining organizational efectiveness. This case also
highlights the fact that managers need to fight the formal and informal aspects of
an organization, rational and social sides of life of the organization, and the
dynamic development of relations and networks.
by