CASE STUDY ON LEADERSHIP SKILLS- KINGFISHER, NANO AND MARUTHI NEENA REDDY

CHENNAI

TYPE OF CONFLICT

Task conflict Process conflict Relationship conflict

CONFLICT MANAGEMENT STYLES

Avoiding Competing Compromising Accommodating Collaborative

WHAT IS YOUR SAY ?

4

ARE YOU A LION, TURTLE, ZEBRA, CHAMELEON OR DOLPHIN?.. WE WILL FIND OUT!

5

1. I Avoid Dealing with my Enemy

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2. I have to win always

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3. I am fine winning sometimes & also loosing sometimes8

4. Its really ok for me to loose

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5. I prefer that we both Win

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Compromise

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Avoiding

A BRIEF OVERVIEW OF MARUTI UDYOG LTD.

In 1981, GOI entered into four wheeler business through joint venture with Suzuki motors corporation a Japanese company

Maruti Udyog Limited (MUL) was established in February 1981

competitors- the Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that point

Maruti Suzuki offers a complete range of cars from entry level Maruti 800 and Alto, to hatchback Ritz, A-Star, Swift, Wagon-R , Estillo and sedans DZire, SX4, in the 'C' segment Maruti Eeco and Sports Utility vehicle Grand Vitara.

CONFLICTING SITUATIONS

Plan for modernization and expansion Appointment of Bhaskarudu as the

Managing Director Disinvestment of MUL Stake of SMC and GOI in Maruti udyog ltd Funding decisions

PARTIES IN THE CONFLICT

Maruti ltd-Government of India Suzuki ltd

TYPE OF CONFLICT IN THE CASE STUDY

Relationship conflict Process conflict

RECOMENDATION

The above mentioned conflict will never occur again if both the companies Maruti India and Suzuki Japan make a policy that contains democratic theory of ethics by which every executive post is filled by consciences of both the parties that will cause a good working environment.

This conflict could be resolved by making a policy in such a way where an executive post should be filled by conducting a lucky draw which should be crystal clear and transparent so every one should accept this way of job posting.An advantage of such an activity is that maruti India and Suzuki japan both the party will agree upon it and there will be lesser conflict in future. 

Another way of handling such a conflict is to form a neutral committee which is responsible for judging the problems faced by the organization and making ways to resolve those problems, and produce a monthly report to the board of directors.i think this is the best way to solve this type of conflict situations, because in this method every report of organization is been delivered to board of directors.

Think Think  

SOME CONFLICTING SITUATIONS

Please have a look:

Usual saas bahu scene

Cold war

NEXT CASE

MR. TATA , AT A PRESS CONFERENCE IN KOLKATA, DECLARED THAT TATA MOTORS WAS FOLDING UP ITS PROJECT AT SINGUR IN HOOGHLY DISTRICT BECAUSE OF THE CONTINUOUS VIOLENCE UNLEASHED BY THE TRINAMOOL CONGRESS, AND THAT IT WOULD BE SHIFTED TO ANOTHER STATE. WHILE STATES LIKE ORISSA, JHARKHAND AND CHHATTISGARH AMONG OTHERS OFFERED SITES, THE TATAS OPTED FOR GUJARAT.

WHAT YOU WOULD HAVE DONE IF YOU WERE TO DECIDE ?

NEXT

FAILURE OF KINGFISHER AIRLINES

CURRENT POSITION

Frankly, it was a hassle-free decision for Vijay Mallya to completely suspend services on  his budget carrier Kingfisher Red , says one of his close confidantes. Formerly known as Air Deccan, Mallya had bought 26% stake in this airline from his friend-cum-neighbour Captain Gopinath in 2007 at Rs 550 crore and later picked up additional 20% stake at around Rs 155 a share.The intention of acquiring Deccan was only aimed at giving Kingfisher Airlines (KFA) an access to international routes quickly. Government rules gave overseas flight rights only to airlines with a minimum of five years experience, and KFA was behind in the queue after Deccan. “Mallya never believed in low fare business model even when he bought the airline,” says an official with the airline.

WHAT WENT WRONG?

•Holiday packages-at unprofitable routes like Nasik, Aurangabad

•Pricing-Should beat par with Spice jet and Indigo

•Tie-ups with Corporate •Frequent flyer programmes •Better deals and offers for flyers

in air

RECOMENDATIONS – MARKETING STRATEGY

1. Route rationalisation: Cutting back unprofitable sectors and services to several cities

2. Debt recast: Asking banks to reduce rates or take a cut on loans or find a 'local investor‘

3. Raising capital: It has plans to raise $200 million through GDR

4. FDI: If the FDI limit is raised and foreign airlines are allowed to buy a stake, Mallya could recapitalise Kingfisher

GENERAL RECCOMMENDATIONS